Buena Vista Community Assessment

May 6-7, 2013

BUILDING BETTER COMMUNITIES BY PROVIDING ASSISTANCE TO DOWNTOWNS, COMMERCIAL DISTRICTS AND TOWN CENTERS IN COLORADO THROUGH EDUCATION, ADVOCACY, INFORMATION AND COLLABORATION Report Components

Introduction 3

Executive Summary 3

Background Information and Historic Context 3-4

Focus Group Observations 4

Assessment Team Recommendations 4 Organization 4-6 Promotion 6-10 Economic Development & Restructuring 10-12 Design 12-14 Funding Mechanisms 15

Team Member Bios 16-17

Appendices and Action Matrix

Team Members The Buena Vista assessment team appreciates the invitation to get to know the town and to assist the community to maximize its considerable assets. The volunteers worked diligently, pre- and post- visit to provide relevant and realistic input towards the betterment of your commercial district.

Katherine Correll, Executive Director, Downtown Colorado, Inc. Christy Culp, Regional Manager, Department of Local Affairs Bill Gray, Assistant Regional Manager, Department of Local Affairs Michael Hussey, Planning Manager, Nolte Vertical Five Carrie McCool, Owner & Principal, McCool Development Solutions Stephanie Troller, Main Street Coordinator, Department of Local Affairs Zach Tyler, Independent Consultant Isabel Waldman, OSM/VISTA, Downtown Colorado, Inc. David Wise, Historic Preservation Intern, Department of Local Affairs

2 Buena Vista 3

the entire community at large. The following The following the entire community at large. report provides an overview of the downtown assessment visit, identifies partners and facing the community. members were On the first day of the visit, team of downtown given a presentation on the history Afterward, the team met and toured the town. lunch, and then held for with the city staff with four well-attended focus group sessions citizens. community stakeholders and interested The purpose of the focus groups was to hear directly from citizens about the issues facing the downtown and the community as a whole; and to answer questions team members may have about the perceptions, strengths, weaknesses, and opportunities related to downtown Buena Vista. team members gathered On the second day, to discuss their observations and formulate That evening, team recommendations. members presented their findings in the form of a PowerPoint presentation followed by a question and answer session open to technical assistance in the areas of: land use use areas of: land assistance in the technical economic Main Street), (most specifically with seasonal and development associated and the roles of year-round economies, One of the community. stakeholders within primary objectives is to establish Buena Vista’s is to create a Another a “sense of place”. that will provide short community organization colaboration, and and long term cooperation, Additionally Buena Vista. sustainability for assistance wants to receive further Buena Vista from key with gathering support and insight to draft a stakeholders in the community and plan with buy in from the town. of Buena Town In anticipation of this visit, the submitted their comprehensive plan, Vista extensive planned focus groups, and provided history background information about the downtown and status of the Buena Vista initiatives, and the issues revitalization efforts, The purpose of an assessment visit The purpose of an assessment visit With this assessment Buena Vista requested requested With this assessment Buena Vista is to bring a team of consultants specializing is to bring a team of consultants specializing in downtown and community revitalization to provide tools, insights, and direction to help the host community with its downtown revitalization goals. Process and Planning Summary Process and Planning Summary of Buena Vista Town In winter of 2013, the requested a downtown assessment team visit from Downtown Colorado, Inc. (DCI) for May 6-7, 2013. to this final report. The assessment team assessment team The to this final report. appreciated the invitation to learn about and assist your community and worked diligently to provide relevant and realistic input toward the betterment of downtown Buena Vista. Downtown Colorado, Inc. assembled a team a team Downtown Colorado, Inc. assembled designers, of volunteer professionals including to work planners, land use, and finance experts for two days and then contribute in Buena Vista and developing a structure and process for them for them and developing a structure and process vibrancy to support local businesses and the The result of the of the commercial district. process is a road map to guide community training to help leaders in providing services and local businesses thrive. Trade. Trade. downtown The Downtown Colorado, Inc. (DCI) is a process of assessment and training program stakeholders gathering community leaders and assessment process partially sponsored by the partially sponsored by the assessment process Development Rural Community Rural USDA (RCDI), and completed Development Initiative sponsorship with the in collaboration and (DOLA) and Office Affairs Department of Local of Economic Development and International Welcome to the downtown assessment for the the assessment for to the downtown Welcome Qualifying of Buena Vista. Colorado community have the opportunity communities in Colorado through Downtown to apply for assistance participate in a downtown Colorado, Inc. to Introduction resources to help the community, includes The Correctional Facility was built in 1889. It observations from the visit, identifies issue has played an important role in the economy areas, and makes recommendations for actions of the town providing jobs for Buena Vista the community can take to strengthen the residents as well as free correctional facility downtown. labor for the public buildings and parks. Buena Vista is currently a popular destination for white Background Information and water rafting, snowmobiling, and cross-country Historical Context skiing, camping, horseback riding, fishing, hunting, mountain biking and backpacking.1 The Town of Buena Vista is located in Chaffee County and nestled in the heart of the Rocky Observations Mountains in central Colorado, midway between Salida and Leadville in the Upper Arkansas The following observations were made in the River Valley. The area surrounding Buena Vista four focus groups held on the first day of the is sometimes referred to as the ‘banana belt’ downtown assessment. due to its mild winters. The Town of Buena • There is an abundance of community pride Vista sits at the base of the Collegiate Peaks: and spirit. Mt. Princeton, Mt. Yale, Mt. Columbia, and Mt. • Buena Vista is beautiful and has great Harvard. The earliest settlers came to Chaffee natural assets. County in the 1860s, and were attracted to the • Buena Vista is a great location for outdoor Arkansas Valley soon after gold was discovered. activities, open space, and accessibility to The earliest settlers were mainly interested in the Front Range is a main draw. mining, but due to the abundance of water and • The Arkansas River is a key asset. fertile soil farmers and cattle ranchers followed. • Social media is not utilized to its full potential for locals and visitors. The town was settled in 1864 and incorporated • Buena Vista is a town where you can still in 1879. Buena Vista grew as a railroad town control how your community grows. serving the local silver, gold, and lead mining • There is a disconnect between the sides industry, with three rail lines including the of Main: West Main, East Main, and South Denver & Rio Grande, South Park & Pacific, and Main all have their own identities that the Colorado Midland. In 1880 a vote was taken need to be celebrated but also need to be to have the county seat move from Granite connected into one community to Buena Vista. The County Seat eventually • There is a large population of nonprofits, moved to Salida leaving the historic courthouse charities, and people who give back to the downtown to become a private school that is community. now operated as a museum. The first church • There is a need for more youth activities and meeting was held in a harness shop in 1880 and engagement. the first bank was incorporated in 1891. The fire • During the shoulder season in downtown department, known as the Buena Vista Bucket there is a feeling of vacancy and emptiness. Brigade, was organized in 1880. They were • Everyone would like to see a stronger year - kept busy for the first several years because, round economy and a full vibrant downtown. like many of the early settlements, Buena Vista • There is an abundance of boards, suffered several major fires. The Chaffee County community groups, and many meetings. Times was the first newspaper; the first print • Town council and staff have taken great came off the presses in 1880, and the Chaffee strides to change information flow and County Times is still going strong today. prioritization of projects. • Buena Vista should be a destination of 1 http://www.buenavistacolorado.org/history. htm

4 Buena Vista 5 The community has The community has number of documents that can help guide the number of documents that can help guide the development conversation in the community. Implementation is the next step. manage the process early on, the program most program most manage the process early on, the outcomes likely will not accomplish the desired a chance and risks fading away before it has of all to succeed, despite the best intentions concerned. Given these realities, we cannot overemphasize the importance of placing organizational development in the highest priorities of early revitalization activities. Most, if not all, of the recommendations in this report are made within the framework of this understanding. O1. Observation: completed numerous high quality planning activities and reports, and has subsequently identified significant projects on which to work. The town has spent a great deal of money and time planning and assessing the needs of the community and developing various community plans. From the comprehensive plan to the trails and park master plans, the community has a of a typical downtown organizational structure, structure, downtown organizational of a typical State throughout the variations exist numerous as nationwide, and are of Colorado as well local circumstances. In some driven largely by the chamber of commerce towns, for example, to add an organizational is strong enough to focus on the component designated districts develop some form of downtown. Other dedicate resources and focus special district to on downtown. structure Regardless of the organizational chosen, one overriding factor is demonstrated a time and again in communities undertaking the most program of downtown revitalization: their desired successful communities accomplish outcomes by developing a solid organizational oversee and component early in the process to If efforts. manage their downtown revitalization develop a the community does not create and oversee and solid organizational component to Public and media relations development Volunteer Fundraising space or town square. Many want Buena Vista to be a destination. to be a Vista Many want Buena more winter recreation There is a need for and marketing to attract outdoor activities visitors. There is a desire for a central gathering Heritage and arts organizations need to need to and arts organizations Heritage create a brand. work together to but connectivity could There are great trails, town. be improved throughout and festivals in the Creating more events are a priority. shoulder season heritage tourism. heritage committees governing board and standing committees Notwithstanding this fundamental description Notwithstanding this fundamental description consensus and cooperation among the builds consensus and cooperation among the various stakeholders. While a paid downtown coordinator may not currently be feasible, it is something to strive for in the future. make up the fundamental organizational make up the fundamental organizational structure of a volunteer-driven program. are best coordinated and supported Volunteers by a paid, full-time or part-time program director. This structure not only divides the workload and clearly delineates responsibilities, but also • • • A goal and assembling the appropriate human human goal and assembling the appropriate a and financial resources to implement The three downtown revitalization program. a downtown principal components of organizing revitalization program are: collaboration, volunteer recruitment and and collaboration, volunteer recruitment organization, management, fund-raising for the based and developing operational strategies, on strategies adapted from the National Approach. Organization involves Main Street the same getting everyone working toward Organization on The first section of this report focuses organization, which includes developing • • • • • • and work with property owners and public OR1 Recommendations: works department to develop coordinated A. Identify and declare community priorities schedule with DOC. and find a champion to further them. The B. Have a job description for a youth journalist community seems unable at times to reach for each advisory board to attend meetings consensus to support implementation, which and report back on projects by creating a results in reports sitting on a shelf. Make social media outlet and high school civic a bold statement that the town leaders will activity newsletter. identify key priorities around activity nodes C. Post non-profit, advisory board and other to focus resources in a strategic process for community partner job descriptions on the greater impact. town and chamber websites under a tab B. Consider criteria for projects, events, for engaging with the community. Outline partnerships, et cetera and use it to develop skills needed, time frame for project, desired a scoring system to take politics and outcomes, etc. personality out of decisions. D. Use community objectives to outline a C. Evaluate and re-assess priorities each year need for professional skills and succession without changing course. planning for key private and public roles. D. Update the comprehensive plan in E. Create a citizens academy to educate and combination with this report to guide and cultivate future leaders for the community. coordinate potential projects and to help F. Engage realtors, lodgers, and other shape overall activities. If the document is businesses to have a quarterly or semi- being used in competing manners, it is not annual meeting to discuss partnerships and a useful document. The board of trustees collaboration. should be able to use the document as a guide. Plans that are outdated and no longer O3 Observation: There are great structures represent the vision of the community can and processes in place to shape input, planning be more detrimental to the development of and development in Buena Vista for example, the community. the advisory boards, options for public input, etc. Many planning processes have taken place O2 Observation: There are many dedicated to help coordinate the efforts in the community, groups working to make the community a especially among town advisory boards The great place. In some cases these partners more formal template helps the advisory boards work together and at other times one communicate in a more effective manner with group is unaware of what others are doing. elected officials and ultimately leads to better Communication should be pronounced and town policy. partnerships deliberate between and amongst the organizations in order to strengthen and OR3 Recommendations: enhance the work taking place. A. Town staff attending each advisory board meeting is great. Continue the practice of OR2 Recommendations: Consider greater the staff guiding the project development partnerships with the high school, Department of process and liaising between the Advisory Corrections (DOC), Rotary, Optimists, and any Boards and the elected officials. Identify other downtown stakeholder. a board liaison for each advisory board to increase the interim communication between A. Create a list of beautification projects for funding requests. This will ensure that the public and private properties that need elected officials are completely aware of physical labor for landscaping, planting, etc. what the advisory boards are working on

6 Buena Vista 7 term outcomes to implement and hold hold term outcomes to implement and things engagement. People want to see will getting done and even small successes keep them engaged. Some delays occur because the budgeting Continue six month process is once a year. for Possibly create budgets budget review. plan each board based on an annual work with objectives and how those objectives Town meet the needs of the priorities of the Board. Create a short list of topics being discussed in advisory committees or for consideration by the town. Have the short list on the web site, chamber site, around town, water bill, anywhere where it social media, newspaper, will be seen by residents. Consider a plan to create a Main Street/ a plan to create Consider position to help District Coordinator Creative your puzzle all together link the pieces of the work each organization and synchronize both of these approaches is doing. Either of to house the would provide a structure various initiatives and community’s to the larger community synchronize efforts can help each of This coordinator vision. line with the vision of the stay in the efforts of the concepts discussed downtown. Many and included in this by the community, that report, should be a coordinated effort to link uses communication and planning all concepts. For example the marketing materials share ideas furthered through event expansion, and physical community connections happen simultaneously with increased partnership and inclusive community activation. short- Identify key meeting processes and National Trust Main Street Center, promotion promotion Main Street Center, Trust National sells a positive image of the commercial district and encourages consumers and investors to and invest in the Main live, work, shop, play, unique Street district. By marketing a district’s C. D. Promotions & Communication Promotion is another of the four key points in According to the building a vital downtown. A. B. : The number of people who The number of people who revenue. revenue. Consider short and long term options for financing and coordination. Eventually the private sector must also contribute to the success of the downtown. of 2% sales tax. While this is the town’s town’s of 2% sales tax. While this is the must primary General Fund revenue which important be directed to basic functions, it is to consider a well-functioning commercial the district as a mandatory function that community needs to continue generating local organization. Include the list of priorities from community comprehensive plan to create checklists funds. which identify how to spend additional Develop rating criteria for the distribution budgets. Link the advisory board’s plans plans budgets. Link the advisory board’s When and integrate them when possible. can making financial decisions, the Board based compare objectives and rate projects on community wide priorities. Require with community match and partnerships with communication and align with unified and align with unified with communication community objectives. planning document Consider a standardized This document should for each committee. and identify annual objectives, projects and ensure the advisory boards’ planning planning boards’ the advisory and ensure so far along that the processes are not is are blindsided by what elected officials that they need approve happening or feel not fully support. projects they may meetings to assist Consider consolidating and will decrease the number of “surprises” of “surprises” the number and will decrease OR4 Recommendations disengaged with too many meetings and then disengaged with too many meetings and then Action needs to react rather than participate. be taken to retain the enthusiasm and ensure the process moves forward with full community support. O4 Observation: showed up to the focus group meetings was The community really wants to incredible. participate in the bettering of the downtown people become and the town overall. However, E. D. C. B. characteristics to residents, investors, business new audiences. Review the communications owners, and visitors, an effective promotional planning items in the appendices and strategy forges a positive image. This image consider how to build a one stop Internet can then be reinforced through advertising, presence for reaching residents and visitors retail promotional activity, special events, who don’t already know about Buena Vista’s and marketing campaigns carried out by local attributes. volunteers. These activities improve consumer E. Thank all the people who made success and investor confidence in the district and happen. There are so many dedicated encourage commercial activity and investment groups working in the community that it in the area. can sometimes be hard to track. Be sure to create a town-wide list of projects, Communication and Collaboration opportunities, and accomplishments, and highlight the roles that people play in making P1 Observation: There is a lot being done the community a more vibrant place! by the town to support groups wishing to plan F. Throw a town party. Consider a community- events. wide appreciation event with all boards and nonprofits and advisory groups invited. At PR1 Recommendation: Toot your horn. It is a least once a year (or even more) it is good good idea to continue being a strong partner to get neighbors together and celebrate your for community groups and business, but it is accomplishments. This helps to increase also important to track and report back on the awareness, build a sense of partnership and impacts annually to ascertain what you are community, and keep the momentum going. accomplishing, encouraging, and to understand Utilize students to follow and report on how effective you are. activities of each advisory board to educate A. Track fees that are waived and create a list students and create an online presence. of money donated by the town to various Student and youth engagement is really types of projects. Review the donations important for creating a future community. made on an annual basis and compare to Show the youth how they can be involved community-wide objectives to see if there and ask them to report on committee are ways you can increase contributions to activity to other youth. There are numerous further the community vision. organizations that can help. B. Create a brochure and website section highlighting how the community is working Think and Communicate Strategically with partner groups. C. Continue to use newspaper and other outlets P2 Observation: There are many events to announce successful initiatives. The idea happening in Buena Vista from May through of partnership and goodwill with the media October. and communications groups is a huge asset for the community. Continue to build on PR2 Recommendations: Consider quality over this partnership and be sure to engage the quantity when establishing a core of top-notch media groups in committees and initiatives activities that reach broad demographics and to increase awareness, transparency, and meet community objectives. Quality is what partnership. excites people and consistency is what makes D. Continue to strengthen social media and them confident to return. Be sure that you have website communication. While print, radio, consistent and high quality events and activities and television media are great for sharing in the commercial areas and the rest will happen with your local groups, clarifying your naturally. Use the strategic event planning tools presence on the Internet will help to reach

8 Buena Vista 9 It is great to have It is great to have Chamber should consider Chamber should consider all businesses and entities all businesses and entities in listings and meetings with extra benefits for additional exposure. can cause confusion in can cause confusion in communication if there is not one point of contact. Consider the following means for developing clear communication and one entity to drive the commercial community’s district programming and support: A. moving to an inclusive model with investor options. Include There are several versions of There are several versions of of the assets and then come back to Buena to Buena of the assets and then come back for dinner and a good rest. Vista more often to identify ways to collaborate to collaborate to identify ways more often marketing use individual efficiently and most There are many assets in the area funds. is overwhelming. Consider but the marketing to simplify materials with a regional project message. Create one a unified regional website that indicate the brochure and one each highlights them assets in the county, be distributed online and on a map, and can in hard copy. important idea of Continue the very more enhancing connectivity with broader use of synchronized information. Increase media informational tools including social links and informational kiosks, internet springs, and transportation to link the hot airport, community college, and downtown. the With existing sites (in town and on to other internet) be sure to connect the dots to enjoy all resources. Make it easy for folks P4 Observation: marketing/informational materials but a different of information conclusive comprehensive source for the community does not exist. PR4 Recommendations: also many community partners, but that B.

: There are many There are many : establish a regional marketing establish a regional marketing group that meets annually or Work with regional entities to with regional entities to Work doesn’t have to manage. doesn’t have to manage. Build onto events rather than start new new Build onto events rather than start something events. For example, if you want Club to for kids, engage the Boys and Girls existing create a fun activity to add on to an them to fundraise and This can help event. town staff the town to have more activity that town (summer concert series), and special special town (summer concert series), and or events celebrate together (Halloween Appreciation). For a really Annual Volunteer into quality event, build all three components the event. indoor night activities you can think about about indoor night activities you can think what those could be. special Consider retail, image building, and stores events: Retail brings people to the stores), (scavenger hunt of product in retail being in image building creates the habit of Strategically plan to activate space to activate space Strategically plan and hours in the day. throughout the year when places are less Think about the times how to activate those active and consider are no time periods. For example, if there Focus on locals: People are the best the best locals: People are Focus on people. Getting local way to attract other buy-in will create word participation and secure steady event of mouth advertising, help to foster population participation, and growth in the community. materials will be mutually materials will be mutually beneficial. PR3 Recommendations: A. airport, hot springs, ski area, airport, hot springs, ski area, and neighboring communities are excellent draws in and of themselves. Linking the assets in the area through planning, communications, and collateral P3 Observation assets and destinations in the The region that are a great draw. D. C. B. A. in the appendix, and consider the following: and consider in the appendix, B. Create one list of all businesses and residents. There are several groups in town products available in town with a map and working with some of those groups separately. update it regularly. C. Work with all county lodging establishments PR6 Recommendation: and campgrounds to promote Buena Vista A. Convene the non-profit and service businesses. The Chamber can negotiate a oriented groups and consider how they can group rate for all members. complement each other’s work to make a D. Create formalized cross marketing in bigger impact. Develop regular meetings, addition to the current grass-roots referral evaluation, appreciation annually to identify program. Using the business initiative to community wide events and a role/activity do promotions on receipts is a good way to for each group. show customer appreciation and support B. Work to develop a clearinghouse of fellow business people. employment opportunities and ways to engage disenfranchised groups. Survey all P5 Observation: Your image on the internet non-profit and service providers to develop is important and worth spending resources to list of job descriptions, decision-making enhance. Currently, there are several sites with processes, online and resource access, and partial information but no one place with all of to communicate needs to peer groups to the information. support community objectives and engage potential partners in implementation. PR5 Recommendations: C. Create a campaign of local store owners to A. Create a one stop shop about Buena identify potential jobs, volunteer and training Vista for tourists looking for great trips, opportunities to include in the list of job businesses or residents looking to relocate, training and employment opportunities. locals looking to volunteer, or any other D. If businesses, non-profits, and public relevant information. facilities can create a habit of being B. Streamline communications with one open, people will create a habit of going county-wide calendar. Currently, there are downtown. Consider how to engage and at least two with the Chamber and Arts invite activity from all groups. Community, both of which are keeping a calendar. This shows duplication and both Some event and business ideas we heard in entities are dedicating resources to keep up our meetings included: the calendar. It also presents possibility for inconsistent information as one entity might Events to start or build on: have more or less information than the • Art walk with ties to restaurants and other. It would be wise to choose one site community history for the calendar and create links to avoid • Concerts at the beach with crafts sales duplication and inconsistency. • Christmas choir and caroling in costume C. Conduct a self-audit on Google and the • High school events and sports linked to local Internet to see what you look like to people business searching on the Internet. Sometimes the • 16 churches could create a regular only reviews online are less than positive fundraising event for the community and if you are not aware and working to • Dancing lessons with orchestra address the issues, this will be your image. • Parade -Fourth of July picnic

P6 Observation: There is a gap in services Destinations: being provided to teens and lower income • Yarn store

10 Buena Vista 11 Food X X X X Dec Music X X X Nov X Oct Fundraise X Sept X Aug Downtown X X X X X X X July Teen June Retail Support X X X X X May Apr X Partners Mar Feb X X X X Young Young Families X Jan X Kid X - Fashion Show and Luncheon Holiday Art Walk 4th of July Celebration Collegiate Peaks Rodeo Gold Rush Days Fiber Arts Annual Community Dance Chocolate AADA Lover's Fantasy Paddle Fest Fiber Arts Annual Fashion Show and Luncheon Holiday Art Walk 4th of July Cel ebration Collegiate Peaks Rodeo Gold Rush Days Community Dance Chocolate AADA Lover's Fantasy Paddle Fest Event • Brewery and distillery community to provide information about • Art gallery- newsletters and past customers commercial buildings in downtown. Use that information and professional Businesses needed: network to develop a property inventory. • Chocolate store C. Consider creating an incentive plan which • Restaurants and outdoor seating will help attract business to your downtown. Incentives don’t always have to be financial; they can include access to other amenities Economic Restructuring throughout the business community. If the The focus of economic restructuring is to city decides to offer more formal incentives assist in efforts to recruit, retain and expand either financial or fee waiver, there will opportunities for investment in downtown. This need to be a consistent implementation of is accomplished by ensuring that investors and incentives. Often, a local government will businesses are aware of all of the resources decide who will get the incentives based available for assistance and all of the benefits of on job creation or projected sales tax choosing to locate their business in downtown, generation. including the opportunities that may exist to D. Work with the owners of both the theaters in capitalize on promotional activities. It also works town to determine their interest in opening to build strong relationships between downtown the theaters or donating, selling, or leasing businesses, residents, and users. the theaters to get more indoor, evening, and cultural activities going in downtown. ER1 Observation: There are several vacant properties in downtown but the town would like ER2 Observation: Downtown businesses a more vibrant downtown. The community would and the Buena Vista economy are subject to like to “have things to do” during all times of the the seasons. The Town of Buena Vista and the day for both families and visitors. business community should work to extend the shoulder seasons and eventually create ERR1 Recommendations: Create both year-round business opportunities. Additionally, short term and long term strategic business several participants communicated that there is attraction plans for the downtown. In the short a need for year round livable wages term, explore inexpensive opportunities to help activate and create a visualization of what could ERR2 Recommendations: Create a retention be. Staging food trucks in empty lots, encourage plan to support existing businesses as well as pop-up businesses in vacant storefronts, or support new business moving to area. demonstration tents down by the river can be an A. In the off season, partner with existing effective method to see what types of business organizations who provide training in social could be a good fit in given location. media or hospitality training for summer A. It is necessary to create a longer and staff. more strategic plan to help attract targeted B. Use peer- to -peer communications to help businesses to the downtown. with cross promotions and conduct business B. The first step is to collect data about familiarity tours for downtown business Buena Vista and use that information to staff prior to the busy season. By doing communicate benefits of locating in Buena so, all Buena Vista business owners and Vista to potential businesses. employees can help educate tourists on who a. Consider creating a “what you need to has what, or what to do know about doing business in Buena C. Consider conducting web audits and Vista” package. Engage the real estate

12 Buena Vista 13 There is an opportunity to There is an opportunity to transportation options so their clientele transportation options so their clientele outdoor can come into the downtown and other activities. Explore if there are any visitors. services the downtown can provide at Make sure to cross promote all amenities airport, resorts, and hotels. Consider using the industrial park as a industrial park as a Consider using the and manufacturing research & development and other outdoor gear. incubator for kayaks college curriculum with the community Work develop workforce to and courses to help of initiatives. support these types and world class kayakers to Use the river, then provide feedback to the test new gear, These types of jobs manufacturing business. during can help support the local economy livable year round seasons by providing off- of wages. Make sure to help these types and companies with any applicable state local tax incentives. Princeton Communicate and partner with Mt. Hot Springs and Resort to develop D1 Observation: Main provide connectivity along downtown’s E. Design Design takes advantage of the visual opportunities inherent in downtown by directing attention to all of its physical elements: public and private buildings, storefronts, signs, public spaces, landscaping, merchandising, displays, is to stress The aim and promotional materials. the importance of design quality in all of these areas, to educate people about design quality and to expedite improvements in the downtown. is the At the forefront of the design effort restoration of historic buildings, which helps sense of provide the backdrop for downtown’s place. environment lends itself to world class kayaking, world class kayaking, lends itself to environment and health and outdoor sports, year round wellness. ERR4 Recommendations: A. B. C. D.

There seems to be an There seems to be an There is a shortage of is a shortage of There economically balanced community. Additionally housing will help create a critical mass to support your downtown business as well as help to attract families into the community. affordable housing development. Consider housing development. Consider affordable adding inclusionary zoning requirements in new developments to integrate workforce housing. By doing so, the and affordable town can begin to create a social and partnerships. The Upper Arkansas Area Council of Governments is your affordable housing provider. needs and Begin communicating the town’s They should begin to create a partnership. to help with be able to access federal dollars Vista become better informed of the market become better informed of the market Vista $5,000 demand. Market studies usually cost to $6,000. In order for housing to be developed, you will need to create public private Begin to gather service providers to share to share Begin to gather service providers housing. data to demonstrate the need for identify Conducting a market study can help help the gap in the housing needs and in Buena developers who may want to build working. communicate with each other what is what is with each other communicate that are successful in Buena Vista. The natural The natural that are successful in Buena Vista. ER4 Observation: opportunity for existing business clusters to expand by using existing resources such as the airport, community college, and industrial There are already several existing clusters park. E. D. C. ERR3 Recommendations: ERR3 Recommendations: A. B. Chaffee People’s Clinic all expressed that Clinic all expressed that People’s Chaffee housing. need of affordable their clients are in mentioned they need Several businesses workforce. housing for the seasonal ER3 Observation: housing to meet workforce and affordable Boys The growth needs. current or forecasted and the for Humanity, and Girls Club, Habitat Streets. passer-by want to stop and ‘check it out.’ The design can take many forms, requiring DR2 Recommendation: varying degrees of time, effort, money and A. Create interconnected nodes through can be temporary or permanent. At first, downtown Buena Vista. There are three consider flexible amenities like providing key nodal opportunities along downtown’s comfortable seating with a book or game Main Streets: East Main, South Main and kiosks or vendor carts, tables with colorful West Main. Creating a broad array of new umbrellas as a low-cost temporary means types of activities and destinations within to quickly inject a new layer of activity. each node will create a dynamic synergy Similarly, rotating public art would quickly that draws people through downtown. Carry transform the site and provide a unique existing streetscape improvements found means for encouraging return visitors. Don’t on East Main through to West Main and the be afraid to use lots of color throughout the South Main nodes. improvements and work with local landscape B. Activate your catalyst sites. The Coggins companies or nurseries to ‘green’ the site. site is the town’s best opportunity to attract Not many communities in Colorado can people from Highway 24 into downtown say they have a beach. Utilize the existing Buena Vista. Consider utilizing an freestanding sign to direct people to ‘the incremental framework for improvements Beach’ with text to read “Beach This Way.” that are lower risk and lower cost, Employing flexible amenities allow the site capitalizing on the creative energy of the to evolve and draw visitors again and again. community to generate new uses and C. It is important that the town take their time revenue for the site in transition. Consider to figure out what will work best before the opportunities and challenges of the site, committing to a permanent design solution. potential partners and talent to create a Consider creating outdoor rooms or vibrant public space that would make any permanent kiosks at the site. Explore public/

14 Buena Vista 15 Farm provides a unique Agri-Tourism Agri-Tourism Farm provides a unique opportunity to attract visitors to Celebrate your history Buena Vista. by supporting the depot and market Foundation to do a phase 1 study of Foundation to do a phase 1 study of the land to see what restrictions former uses might impose and what resources you might tap to alleviate costs of remediation. Don’t forget your assets on Main. Connect your assets on West Main by continuing streetscape West improvements (street lighting, signage and street furnishings) found on East Turner Main node. Main to the West or event center that could host hunting or event center that could host hunting or any expositions, snowmobile conventions, other sort of event. Be sure the permanent ensure structure has adequate height to gauge To high visibility from the highway. costs low, community interest while keeping install an interim design solution could be a temporary stage structure and encourage attend people to bring their lawn chairs to a farmers market, to a town-wide party, listen to a band or enjoy a craft show. Consider engaging the Colorado Brownfields East Main would provide the connectivity East Main would provide the connectivity that needed between the main streets are serving as the hub of the community. This could be the Main Street Monument designed by Kenny Craft, an outdoor amphitheater/pavilion, a visitor’s center Block Clubs Schools Businesses Neighborhood Associations Service Organizations Resident Groups Churches o o o o o o o that would serve as a community-gathering that would serve as a community-gathering place at the end of East Main that is visible from the Highway as one turns on East Main Street. Having a ‘town center’ at the end of Create an iconic terminus at the end of of Create an iconic terminus at the end East Main that will draw people through Main. If downtown and entice them to South or know you don’t know about South Main unlikely that you’ll find it. where it is, it’s Consider constructing an iconic structure plant trees, make a pocket park or play area play area plant trees, make a pocket park or benefit. for kids, the whole community will not limited Eligible adopters include but, are to: Consider offering an opportunity to adopt an opportunity to adopt Consider offering other city owned vacant this vacant site or The Program. Adopt-a-Lot lots through an whether you adopt possibilities are endless; garden, the property to grow a vegetable innovative ways to activate the site. Private the site. Private ways to activate innovative a permanent kiosk investors could construct rent it out to vendors while the town could with fee. Work or artists for a nominal to engage youth to run the school district businesses on site. private partnership opportunities to develop to develop opportunities private partnership E. D. D4 Observation: There is a need to orient visitors to all the unique amenities in town.

DR4 Recommendation: Create a cohesive, iconic wayfinding system that celebrates the community and directs visitors through Downtown Buena Vista. The town’s location north of Highway 285 presents the challenge of getting people to turn right and head north into town. In order to alert visitors and residents into downtown Buena Vista, more significant direction signage is needed from Highway 285. Identifying travel paths and key the public library as a community resource decision points for the different travel modes of available to all residents and visitors alike. visitors to Buena Vista can help guide decision- making about investments in wayfinding. D3 Observation: There are vacant spaces that Consider decision points for pedestrians, present opportunities between buildings along vehicles and bicycles. East Main. A. Notice trends. For example, Buena Vista has more decision points, or places that people DR3 Recommendation: Leave a trail of must choose their direction (and could miss breadcrumbs guiding residents and guests the action in town) for pedestrians and throughout downtown. Create active, public cyclists than drivers. spaces in those vacant spaces along East B. Match decision point modes with target sign Main. They represent opportunities to create users to make best use of sign location. experiences that involve social encounters, C. Look for opportunities to use and repeat immersion in the sights, sounds, sun, wind and existing sign types to create continuity for atmosphere, and curiosity about the traces of different users throughout the community. thought, imagination and investment that guide D. Prioritize major decision points and places their construction and use over time. Activating where decision points overlap between these vacant spaces will keep residents different users. interested, and visitors engaged by drawing E. Remember that wayfinding to your them downtown, enhancing livability and further community can be just as important as strengthening connectivity between each node wayfinding within. within the downtown area. The vacant lot to the F. Eliminate confusing signage. The misplaced east of the Pearl Movie Theatre building could four square sign should be relocated be utilized as an outdoor movie night event with immediately to build momentum and a projector. Invite people to bring their lawn community support for improved wayfinding chairs while students could sell soft drinks to throughout the downtown area. movie-goers. There are also ample opportunities for pocket parks, reading rooms for kids, art Historic Preservation fairs, craft fairs, horseshoes, or bocce ball. The key is to design the vacant spaces to HP1 Observation: Historic Preservation is accommodate at least five activities in each underutilized as a community builder/financial outdoor area. tool.

16 Buena Vista 17 Work with the with the Work There is neither a governing governing There is neither a public. district(s) if residential historic Consider interest. there is community ordinance is desired. There is much leeway in There is much leeway in ordinance is desired. – for example, drafting a preservation ordinance may be designation of landmarks and districts town need can choose what and the voluntary, and to apply to landmark review process, if any, from other district buildings. Look to examples small communities. If there is support, draft a preservation ordinance and form a Historic Preservation appointed These board members are Board. The Board for staggered terms. Town by the board members should have an interest in C. HP3 Observation: Historic Preservation issues, body overseeing to designate local nor is there a process or historic districts. Local historic landmarks the community control over designation gives including determining the designation process, should be instituted. if any building protections qualify as local preservation program can also A History a Certified Local Government through community. Colorado, bringing resources to the Local Government can review a Certified Finally, locally if preservation tax credit applications they elect to do so. HPR3 Recommendation: owners and decision property community, makers to determine if a local preservation There are no designated There are no designated Colorado and the affected or interested or interested Colorado and the affected ideal first candidate as the most prominent ideal first candidate as the most prominent building in town. If there is community support, in conjunction with History Colorado identify historic district boundaries for a potential Commercial Historic District. Hold meetings with History Based on the survey, identify historic identify historic Based on the survey, structures to nominate to the State or National Register of Historic Places. Identify buildings appropriate for a Historic Structure The Court House might be an Assessment. through the State Historical Fund. the second step is to identify historic the second step is to identify historic resources through a survey of a certain an individual historic buildings. Initiate Survey Architectural and Historic Inventory Funding as first step with History Colorado. is available to cover 75% of the cost, might have about preservation issues, for for might have about preservation issues, local vs. example, preservation ordinances, benefits state/national designation, and the private and obligations of preservation for support, property owners. If there is public The town could hold public meetings about about The town could hold public meetings Invite the benefits of historic preservation. History Colorado, Colorado Preservation, to participate in the meeting Inc. or DOLA to address misconceptions the public B. A. HP2 Observation: Historic Landmarks or Districts. HPR2 HPR1 Recommendations: HPR1 Recommendations: A. preservation issues in the community, and the to achieve so you choose the right tool for majority should live within Buena Vista. Strive yourself. For example, a downtown development to include specific areas of expertise, including authority has the potential to generate funds architecture, law, and building, within the from all business and property but is only used commission. in the traditional downtown area, so it would be necessary to determine if this could also HP4 Observation: Currently, there isn’t support businesses in South Main. A Business protection for the existing historic structures. Improvement District could encompass the whole area and allows the businesses to HPR4 Recommendation: Consider either essentially tax themselves and re-direct those building protections (i.e. review of exterior/ funds to invest in supporting the business façade alterations to designated historic district but this means businesses would need buildings) or incentives for historic preservation to vote to tax themselves. Attached to this as part of the Historic Preservation Ordinance. report is a matrix that identifies the financing Tailor these requirements or incentives to the mechanisms available, the focus of the tool, desires of the community, property owners and how to establish it, where the funding comes decision-makers. from and how it is managed. Because each downtown has different needs and resources Funding Mechanisms already in place, it will be important to take time F1 Observation: There is a wide spectrum to think about what is in place already, what the of financing mechanisms to look at when town is willing to contribute (and how), and for considering the operational and maintenance what activities funding is needed. aspects of downtown revitalization. Public- private partnerships are the most successful F2 Observation: The town receives funding when each entity takes the time to determine from a variety of sources, including sales tax, what they need from the partnership and what vendor fees and business licenses. These they are willing to put in. sources bring in dollars that can be used to better the downtown core. FR1 Recommendation: Work with DOLA and DCI to identify the needs of the district and FR2 Recommendation: The use of sales taxes, the best tool to achieve the desired outcomes. vendor fees and business licenses should be It would be wise to start with a merchants’ reviewed for maximum community benefit. association and as businesses develop an Currently, a dedicated percentage of the sales understanding of what they want from this taxes are used to fund non-profit requests support organization, they can choose how throughout the year. During the years when best to fund it. Funding may be a challenge, more money is collected, the amount available as a merchants’ association could support for these requests increase as well. The town all businesses but doesn’t come with its own could consider a base percentage that would funding so it would likely require a donation or fund non-profit requests and any amount membership. There are a number of financing raised above could be dedicated for downtown options that the town can consider using to revitalization. Improving the commercial core revitalize the downtown and commercial core should, in theory, keep the sales tax on the and in addition to a merchants’ association, rise, thus bringing in more dollars for more including a downtown development authority improvements. or business improvement district. The trick is A. The Town currently receives a $20 business to understand what the town actually wants license fee annually from each business in

18 Buena Vista 19 Zone. This may provide the community with the community with This may provide Zone. and low interest loans for new businesses Zone business expansion and Enterprise Credits. Tax provides direct funding for brownfields assessment and cleanup. Consider using this support to work with River Park as an opportunity for remediation. Development (RD) Energy Programs - Both agencies have new funding programs to and retro-fit both public and business HVAC businesses lighting systems. Buena Vista could utilize new technology and renewable Town The energy sources to reduce costs. could convert streetlights to more energy- LED type lights. efficient businesses and business expansion. They They expansion. and business businesses businesses assist with helping can also Talk Credits. Tax Zone access Enterprise County EDC to learn more with Chaffee with Enterprise Zone about their work credits. These funds - for public infrastructure with public could assist the community such as infrastructure improvements, funds are an especially These streetscape. good resource and it would be worthwhile to consider if municipal to talk to DOLA buildings are eligible. This agency – Trade and International has several programs from economic business development assessments to small development centers. Research inclusion in an existing Enterprise Enterprise Research inclusion in an existing program Brownfields Program -This EPA Rural (CEO) and USDA Colorado Energy Office Energy and Mineral Impact Assistance Funding Assistance Funding Impact Energy and Mineral Governor’s of Economic Development Office community with low interest loans for new community with low interest loans for new exist through AmeriCorps, Vista, AmeriCorps, Vista, exist through Universities, or other agencies that provide interns. The UAACOG can assist the business – – Buena Vista should create a list of of should create a list – Buena Vista stakeholders and potential partners and determine where to look for funding and collaboration. Perhaps other opportunities Colorado Tourism Office Marketing Matching Marketing Matching Office Tourism Colorado Grant Program, which provides funding to not-for-profit organizations in the State of Colorado for the purpose of promoting the state or a region as a tourism destination. community gathering places. organization could The umbrella Grants - the work together with other chambers, for a county and regional entities to apply Additional funding sources include the the Additional funding sources include following: to concessionaires at events, parades, ordinance to repeal this vendor’s fee and the ordinance to repeal this vendor’s fee and the retains the 3 1/3 percent fee. If the fee Town market is repealed it is only to be used to These or support the merchant community. some of funds could be used to help fund report. the recommendations made in this amount of funding available. amount of funding collects sales tax is Each business that a 3 1/3 percent “vendor’s entitled to retain the cost of filing said fee” to help cover an taxes. Many municipalities have passed general fund and are not necessarily used necessarily used and are not general fund or downtown for business development those Again, by reinvesting revitalization. the business community it dollars back into think that more businesses is reasonable to the pot and increasing the will be adding to town. Those dollars are deposited in to the in to the dollars are deposited Those town. Upper Arkansas Area Council of Governments Council of Governments Area Arkansas Upper Research grant opportunities for personnel Research grant opportunities for personnel Heritage Tourism Office/Colorado Tourism Office Office Tourism Office/Colorado Heritage Tourism C. charges applied These are Booth Fees - B. Small Business Administration and Economic develop collaborative partnerships with elected Development Administration – These are officials, residents, businesses, institutions, and two Federal Programs that can assist local organizations. Christy works with communities, businesses in business startup, expansion monitoring conservation trust fund compliance and relocation. reports, community service block grant applications, and assisting local governments Participating Stakeholders and community members in identifying and accessing technical and financial resources • Airport Advisory Board at the local, state, and federal level. Christy • Ark Valley Humane Society received her Master’s from the University of • Bark Valley Dog Club Colorado at Denver in Political Science with • Buena Vista business & property owners an Emphasis in Politics and Public Policy. Her • Buena Vista Chamber of Commerce final project focused on planning for small • Buena Vista Heritage Museum communities and was a finalist in the Colorado • Buena Vista High School Students City and County Manager’s Association’s Best • Buena Vista Public Library Master’s Project competition. Prior to taking • Buena Vista residents a job at DOLA, Christy was an intern in the • Buena Vista School District Town of Poncha Springs through the University • Central Colorado Performing Arts of Colorado at Denver’s Best and Brightest • Chaffee County Boys and Girls Club Program. • Chaffee County Council on the Arts

• Chaffee County Economic Development K a t h e r i n e C o r r e l l Corp. E x e c u t i v e D i r e c t o r , D o w n t o w n C o l o r a d o , I n c . • Chaffee County Times Katherine Correll has experience spanning • Chaffee County Visitors Bureau the fields of community outreach to advance • Chaffee People’s Clinic downtown and community development, not- • Colorado Mountain College for-profit administration, project development • Friends of Pike and management, local government planning, • LiveWell Chaffee County marketing, financial and economic development • Recreation Advisory Board services, and education. Katherine joined • Town of Buena Vista Downtown Colorado, Inc. as the director of • Town of Buena Vista, Trustees communications and operations in 2006; in • Trails Advisory Board 2007 she became the executive director. Born • Tree Advisory Board and raised in Denver, Colorado, Katherine has worked with development initiatives in Denver, Team Member Bios New York, Chicago, and the former Soviet Christy Culp Union. Her focus on strategic planning and Regional Manager, Department of Local organizational development and management Affairs includes building viable and sustainable Christy has worked for the Department of private, public, and non-for-profit institutions Local Affairs since May 2006. She works and programs. Prior to her current position, as the liaison between the Department and Katherine managed the American Councils’ various organizations in the state, including portfolio for the Republic of Moldova, focusing DCI, CRDC, OEDIT, and CRHC. Christy helps on building civil society initiatives, education, facilitate economic development sessions and public administration reforms. She was and rural outreach programs and works to also responsible for management and growth of

20 Buena Vista 21

downtown revitalization, diagnosis and drafting downtown revitalization, diagnosis and drafting of land use policies, design standards and guidelines; preparing implementation strategies programs, and has served as a team member member programs, and has served as a team Program on several Community Revitalization of (CRP) visits. Michael is also the co-author Colorado “Grow Native,” one of the earliest has worked on xeriscape landscape guides, and – including a number of award winning projects the Colorado Springs Downtown Business Improvement District and Manitou Revitalization. Avenue C a r r i e M Principal and Owner, McCool Development c C o o l Solutions Carrie McCool is the founder and principal of McCool Development Solutions, LLC, a land use consulting firm specializing in providing municipal planning services to Colorado’s small- to mid-size communities. Carrie has more than sixteen years of national and international experience in all aspects of planning. Much of her work focuses on developing comprehensive land use plans, development code revisions, Michael Hussey Michael Vertical Five Manager, Nolte Planning is the manager of planning and Michael Hussey for the Colorado Springs landscape architecture Inc. Michael has over Associates, of Nolte office in a wide variety of urban 30 years of experience planning, environmental design, landscape, architectural projects. He has engineering, and development and renewal, and worked on urban improvement projects downtown streetscape Montana (downtown), Raton, including Billings, Colorado New Mexico (downtown Master Plan), Center), (Town Avon Springs (Downtown BID), Springs downtown), (Manitou Avenue Manitou (downtown), Broomfield (US 287), Monte Vista and Fountain (US 85). Project responsibilities have included grant opportunity identification urban and and application, master planning, and site design, and construction observation in management. Michael has participated and conference workshops numerous DCI/CCRA for the university. Bill is a native of Colorado. He Bill is a native of Colorado. He for the university. For many years was born and raised in Walden. he thought Colorado ended on the east at I-25 and on the south at I-70. He is an avid runner, cyclist and telemark skier. Degree from University at Buffalo and Bachelor and Bachelor Degree from University at Buffalo Yes, degree from Slippery Rock University. he really attended Slippery Rock University in was Pennsylvania. His attendance Western partly a result of family kidding while growing up, but he really attended to run cross-country in Colorado. More importantly, he wants them to he wants them to in Colorado. More importantly, succeed, be sustainable and have the capacity to adapt to a changing world. In addition, he is American Institute of Certified a member of the Planners. He has a Master of Urban Planning worked in the trenches of local governments as as worked in the trenches of local governments Town He was the a county and town planner. and the Planner for Eagle, CO for five years CO for nine County Planner for Grand County, interests, years and is passionate about the communities issues, needs and desires of rural governments and community agencies define define governments and community agencies solutions issues, evaluate options, identify also offer The field offices and achieve results. development management, planning, community DOLA, Bill and technical assistance. Prior to governments in Southeast and South Central Central governments in Southeast and South has Colorado. He is a new face for DOLA, and been on the job for just over 12-months is enjoying learning about the communities of Southeast and South Central Colorado. local As a regional representative, he helps Bill Gray Department of Local Regional Assistant, Affairs with the Assistant Bill Gray is a Regional representing local Affairs Department of Local professional training school. Katherine received Katherine received training school. professional Administration her master’s in Public degree and her bachelor’s from Rutgers University with a minor in Urban Studies degree in Politics University. York from New the American Language Center, language and and language Center, American Language the and action plans, as well as community quality of life for their citizens. engagement strategies and consensus building. Prior to forming McCool Development Solutions, Isabel Waldman LLC, in 2001, Carrie held staff planner positions OSM/VISTA, Downtown Colorado, Inc. for high-growth communities including Arapahoe Isabel Waldman is a graduate of the University County, Douglas County, and the City of of Oregon where she received a bachelor’s Greeley. Her focus in all three jurisdictions was degree in International Studies with a current and long-range planning, streamlining concentration in Environmental Studies and the development review process, and Latin America and a minor in Planning, Public development code revisions. Carrie received her Policy, and Management. Her field of study master’s degree in Urban and Regional Planning gave her the opportunity to study community from the University of Colorado at Denver and development and resource planning in Chile and her bachelor’s degree in International Affairs Bolivia. Isabel grew up in Southwest Colorado with a minor in Environmental Issues from the and is currently serving as the Technical University of Hawaii. Assistance and Community Report Coordinator for Downtown Colorado, Inc. in partnership Stephanie Troller with the AmeriCorps VISTA program, Office Main Street Coordinator, Department of Local of Surface Mining and the Western Hardrock Affairs Watershed Team. Stephanie is the Colorado Main Street Coordinator and focuses on economic development. Stephanie has been with the Department of Local Affairs for four years and has over 10 years’ experience in community and economic development. Her experience includes business retention and recruitment, planning and implementation, housing, project management, and working with rural communities. Stephanie holds her Bachelor’s degree in International Business from New Mexico State University and is currently working to become a Certified Economic Developer (CEcD) Emerging Leader Team Support

Zach Tyler Independent Consultant Zach Tyler is a recent graduate of The University of Alabama, where he received a MS in Geography with a focus in Urban, Environmental, and Regional Planning. Moreover, he also possesses a BA in GIS. With his degrees, he aspires to strengthen communities through initiating and identifying sustainable practices that help improve the

22 Dear Community Leader: Thank you for your interest in revitalizing the downtown, the heart of your community. The board and staff of Downtown Colorado, Inc. (DCI) would like to commend you on your initiative to focus your resources and planning efforts towards the enhancement of the living room of your community. Throughout the appendices you will find tools to assist you in implementing the recommendations listed in this report. We suggest that you hold a community meeting and use the attached tools to facilitate moving forward. • Action Matrix: breaks the recommendations down into a step-by-step process identifying timeline, action item, measure of success, initiator, and potential partners • Shop Local Campaign Development and Shop Local Matrix • Menu of Technical Assistance: The menu of technical assistance is to provide ideas or a sampling of what DCI has facilitated. • Stakeholders Analysis: This form is used to analyze community information to ascertain which entities are most important to the downtown and/or project and how best to approach them. • Volunteers by Stakeholder Group: allows you to identify volunteers that link your organization to groups that are key to your project. • Volunteer by Desired Skill: allows you to review the skills you need and which volunteers can fill that need. It also allows you to identify the skills that remain unmet in your pool of volunteers. • Potential Partners: For each project, a partner list should be generated to ensure that you have tapped all possible resources. • Strategic Event Planning Matrix: allows you to list objectives and for each event to make sure that all objectives are being met, and all events are serving a purpose. • Strategic Event Planning Calendar: reviews all events on a timeline to ensure a well-rounded calendar. • Downtown Organization Board Responsibilities and Job Descriptions: Highlights the responsibilities of a board of directors and the officers that serve the organization. • Downtown Manager Job Description: Identifies skills needed and activities required to manage a downtown organization. • Downtown Manager Evaluation: allows the downtown organization to evaluate the effectiveness of the Downtown Manager. • Employing an Intern or VISTA for downtown • Organizational Succession Planning: Encourages consistency in leadership through transition. • 5 Steps for Improved Communications • Sample Press Release • Communication Strategy Matrix: Identifies the various modes of communication and the tools to make contact. • Communication Planning Form: For each event or project, this form encourages you to think about communications in advance and to develop a clear message. • Example Online Marketing Timeline • List of Resources: A list of organizations and which services they might provide. Please do not feel overwhelmed by this list. The materials are easy to use and include instructions. However, if you would like for DCI to assist you in facilitating meetings to complete the work indicated in these tools, please feel free to contact us.

Thanks, Katherine Correll Buena Vista Action Matrix

Community: Buena Vista Commercial District

Plan Start Date : September-13 Planning Months Out: 1 - 34 - 67 - 90 - 113 - 156 - 19 - 22 - 24 - 27 - 20 - 332 - 3345 - 36

Initiators/Partners/Stakeholders/Ex

Observation Recommendation Objective Tasks to Reach Objectives Deliverables pertise Needed September-13 December-13 March-14 June-14 September-14 December-14 March-15 June-15 September-15 December-15 March-16 June-16 September-16 Organization Determine how to identify Identify staff for business Be sure to have someone Identify needs ‐ is a full time staff ‐vs.‐ unpaid/paid Town, other community additional staff to support district/merchants association /Main responsible for coordination intern. Possible options include: DOLA Best & partners as needed commercial district work Street/Arts program implementation and implementation of Brightest or AmeriCorps VISTA Volunteer, implementation activities university internship

Consider option of forming a Form community stakeholder group Presentation of services that Stakeholder committee establishes a plan of Written list of top priorities. Stakeholders group presents to Downtown Merchants and Arts that includes businesses and non‐ people would like to see for action looking at (What are the problems and how Reviewed list from this report public, Council, and boards. Stakeholder Association profits. the commercial areas). do we fix them?) and develops presentation for of what projects will be first. community input.

Develop a mission statement, and annual Post mission and objectives Business stakeholders group objectives (you can select from this report). online and ask for community (or merchants' association) feedback. Consider if the needs of this group can be served Matrix comparing the services Business stakeholders group by existing non‐profit (e.g. the artists group) and purposes of various (or merchants' association) groups to understand which with Chamber, Arts, EDC. best serves needs of commercial areas.

If no group has similar purpose, form new Non‐profit status acquired and Business stakeholders group organization and apply for 501c3 status. group is able to provide (or merchants' association) umbrella to all other with Chamber, Arts, EDC. stakeholders and accept donations. The community has done Identify and declare community Focus efforts on making the Make a bold statement that the town leaders will Adopt a resolution about the Town Council numerous high quality planning priorities and a champion to further business district thrive to identify key priorities around activity nodes to importance of the business activities, reports, and identified them. support other community focus resources in a strategic process for greater district to the town. great projects. The community functions. impact. seems unable to gain consensus Focus efforts on making the Consider criteria for projects, events, partnerships, Review process for applying to Ask DCI for materials on events to support implementation, business district thrive to etc. and use it to develop a scoring system to take hold events and how to link to policy. which results in reports sitting on support other community politics and personality out of decisions. Town objectives. a shelf. functions. Focus efforts on making the Evaluate and re‐assess priorities each year without Stated objectives are online Marketing and events business district thrive to changing course. and tasks are updated committee support other community annually while building toward functions. consistent objectives.

There are many dedicated groups Consider greater partnerships with Focus efforts on making the Create a list of beautification projects for public List of projects and priorities School, Town, Businesses, Arts, working to make the community high school Department of business district thrive to and private properties that need physical labor for are listed online with contact Historical, Boys and Girls, and a great place. Corrections, Rotary, Optimists, etc. support other community landscaping, planting, etc. and work with property information for proposals on youth and more functions. owners and public works department to develop how to get something done. coordinated schedule with DOC.

Focus efforts on making the Have each a job description for a youth journalist Job descriptions for youth School, Town, Boys and Girls, business district thrive to for each advisory board to attend meetings and journalists are included online and youth. Ask DCI for info on support other community report back on projects by creating a social media and given out at school. social media mission. functions. outlet and high school civic activity newsletter.

Empower youth to take responsibility Focus efforts on making the Begin holding monthly BV Youth Council meeting Meeting room and assistance School, Town, Boys and Girls, and action to improve their BV business district thrive to to create a set of improvements in the area of in creating an agenda based and youth. environment. support other community business and professional education, volunteer on the outlined topic areas are functions. and community enhancements, and provided. communications. Buena Vista Action Matrix

Initiators/Partners/Stakeholders/Ex

Observation Recommendation Objective Tasks to Reach Objectives Deliverables pertise Needed September-13 December-13 March-14 June-14 September-14 December-14 March-15 June-15 September-15 December-15 March-16 June-16 September-16 Focus efforts on making the Have youth council create a youth role statement, Youth mission statement and School, Town, Boys and Girls, business district thrive to committee structure, and create a social media list of youth commissioners and youth. support other community mission statement that will guide their role in posted on website with links functions. promoting and discussing the activities of BV to blog, Facebook that they will maintain.

Focus efforts on making the Post non‐profit, advisory board, and other Job descriptions are posted School, Town, Businesses, Arts, business district thrive to community partner job descriptions on the town and updated regularly, Historical, Boys and Girls, and support other community and chamber websites under a tab for engaging community stakeholder youth and more functions. with the community. Outline skills needed, time groups post and promote jobs frame for project, desire outcomes, etc. available locally.

Use community objectives to outline Focus efforts on making the Use work done by stakeholder group School, Town, Businesses, Arts, a need for professional skills and business district thrive to Historical, Boys and Girls, and succession planning for key private support other community youth and more and public roles. functions. Create a citizens academy to educate Focus efforts on making the Ask neighboring communities if they are Town intern initiates with and cultivate futurer leaders fo the business district thrive to interested in working together to hold a regional EVERYONE community. support other community training for citizens' academy. functions. Work with DCI to access citizen academy Created date an Town intern initiates with materials, outline, and speakers. announcement for citizen EVERYONE academy. Post citizen packet of material Town intern initiates with and agenda online. EVERYONE

Identify speakers and an Town intern initiates with outline of BV specific projects EVERYONE and ways to get involved.

Engage realtors, lodgers, and other Focus efforts on making the Plan a date in mid‐fall for a meeting of tourist, Agenda that looks at key Town intern initiates with businesses to have a quarterly or business district thrive to service, retail and other business to identify ways statistics about commercial EVERYONE semi‐annual meeting to discuss support other community to cross‐pollinate efforts. and residential space partnerships and collaboration. functions. available/needed, hotel and meeting space available, schools and educational opportunities. 85% of businesses participate available, and catering and services available for groups looking to hold meetings, relocate, or celebrate in BV. There are great structures and Revise comp plan in combination with Institutionalize processes to Create a description of what you would like to see Description of planning needs. Town staff plans in place to shape the this report to guide and coordinate consolidate meetings and for the project and work with in house planners or development and project generation to shape overall creating equitable funding submit an RFP to receive proposal for completing implementation in Buena Vista. activities. (Details in design) choices for all boards. the work. Town staff attending each board is great and continuing to develop cross‐engagement structures will help with communication. Buena Vista Action Matrix

Initiators/Partners/Stakeholders/Ex

Observation Recommendation Objective Tasks to Reach Objectives Deliverables pertise Needed September-13 December-13 March-14 June-14 September-14 December-14 March-15 June-15 September-15 December-15 March-16 June-16 September-16 Consider consolidating some of the Institutionalize processes to Re view committees to identify if/when the same Unite committees to have one Advisory board chairs review advisory board and other community consolidate meetings and people serving on multiple committees. meeting with multiple agenda members and agendas. meetings to assist with creating equitable funding items communication and align with unified choices for all boards. community objectives. This is especially important when you have the same people serving on multiple committees ‐ consider if it can be one meeting with multiple agenda items.

Consider standardized planning Institutionalize processes to Create template that includes purpose/mission, All advisory board begging Town staff/intern initiates. document for each committee. consolidate meetings and annual objectives, quarterly tasks, and using annual work planning creating equitable funding deliverables (some can be taken from this report). template. choices for all boards.

Institutionalize processes to Create town‐wide objectives with rating system Boards review and agree to Town council, then boards. consolidate meetings and based on number of points per town‐wide objectives. creating equitable funding objective. Require community match and choices for all boards. partnership with local organization.

Institutionalize processes to Include list of priorities from community wide Rating criteria for distribution Council and staff. consolidate meetings and comp plan to create criteria checklist to identify of 2% sales tax. creating equitable funding how to spend additional funds. choices for all boards.

Institutionalize processes to Share town objectives with advisory boards and Each committee submits list of Boards create proposals. consolidate meetings and ask for proposals of projects they would like to annual objectives for creating equitable funding implement. consideration based on choices for all boards. meeting town‐wide objectives. Have short list on web site, chamber site, around town, water bill,

Consider short and long term options Institutionalize processes to Review options in financing section, The private sector must have School, Town, Businesses, Arts, for financing and coordination ‐ consolidate meetings and skin in the game through a Historical, property owners, details in funding. creating equitable funding membership organization, BID and more choices for all boards. or DDA.

DOC is huge asset and should be Consider how to make it easier to Institutionalize processes to Create user friendly application, links, and online Post page up on Town's site to Town intern marketed to community access and understand the services consolidate meetings and scheduling system to assess when and for what access these services. stakeholders. DOC can provide. creating equitable funding the DOC can be commissioned. choices for all boards.

People become disengaged with Institutionalize processes to Town intern too many meetings and then consolidate meetings and react rather than participate. creating equitable funding choices for all boards.

Institutionalize processes to Use work planning document (above) to identify Meeting process form created Town intern consolidate meetings and key meeting processes, reporting outlets, and and used by each board to creating equitable funding short‐term celebrations to implement to hold keep meetings succinct and choices for all boards. engagement. celebrations often. Buena Vista Action Matrix

Initiators/Partners/Stakeholders/Ex

Observation Recommendation Objective Tasks to Reach Objectives Deliverables pertise Needed September-13 December-13 March-14 June-14 September-14 December-14 March-15 June-15 September-15 December-15 March-16 June-16 September-16 Some delays occur because Institutionalize processes to Continue six month budget review. Use the rating system (above) Town staff/council budgeting process is once a year. consolidate meetings and to identify pots of money for creating equitable funding each board based on a work choices for all boards. plan with objectives.

Promotions There are many assets and Increase marketing, informational Create more unified image Use the design suggestions for connectivity to Prioritize the physical Chamber invites all marketing destinations in the vicinity! kiosks, and transportation to link hot and information about the drive from one regional asset to another and try to connections from a marketing stakeholders (real estate, EDC, springs, airport, community college, region and local destinations view the area as someone not familiar. perspective. College, Airport included). and downtown. for tourists and potential relocation.

The town Is doing a lot to ease Toot your horn! Let the community and Track fees that are waived and tell people. Annual report of Town Town intern the burden for groups wanting to potential community donations (including in‐kind) plan things in town. members know the efforts to community projects. the town puts into helping them. Let the community and Continue to use newspaper and other outlets to At least one celebratory article Newspaper and boards. potential community announce successful initiatives. per month is in the members know the efforts newspaper, and one per the town puts into helping committee is posted online them. each month. Thank all the folks who made success Let the community and Hold a Town party!!! Community wide Annual celebration of Chamber, Town, Arts, EDC, happen. potential community appreciation event with all boards and nonprofits volunteers, businesses and Youth members know the efforts and groups town. non‐profits, and the Town! the town puts into helping them. Let the community and Strengthen social media and website Have each boards, and Town intern collects from potential community communication stakeholder group post one boards, non‐profits, schools, members know the efforts success per month online. etc. the town puts into helping them. Let the community and Use students to follow and report on activities of Use youth commissioners (in Town, school, college, and potential community each advisory board to educate students and Org) to identify the best way youth. members know the efforts create an online presence. for them to participate in each the town puts into helping board. Empower them to them. make some choices about their own process for getting involved.

There is a lot going on for May to Get a bigger bang for your Oct buck! Consider quality over quality Get a bigger bang for your Use community objectives (in org) to identify the Events policy reflects Chamber, Town, Arts, EDC, buck! desired impacts from events. objectives of the town. Youth Strategic events objective matrix (in appendices) is completed and evaluated annually. Focus on locals Get a bigger bang for your Ask each community group to suggest an activity Events are turned into Chamber, Town, Arts, EDC, buck! they can do at each event. community projects with Youth independent components run and promoted by local groups. Be inclusive. Strategically plan to activate space Get a bigger bang for your Review events by space and time in the Strategic events calendar (in Chamber, Town, Arts, EDC, over year and hours in the day. buck! community to activate anchor areas and the appendices is updated and Youth middle with various activities throughout the day reviewed annually. and year. Buena Vista Action Matrix

Initiators/Partners/Stakeholders/Ex

Observation Recommendation Objective Tasks to Reach Objectives Deliverables pertise Needed September-13 December-13 March-14 June-14 September-14 December-14 March-15 June-15 September-15 December-15 March-16 June-16 September-16 Consider retail, image building, and Get a bigger bang for your Look at each event strategically to include Completed strategic event Chamber, Town, Arts, EDC, special events buck! something for retail/restaurants, something matrix updated annually, Youth unique linking to BV character/history. collaboratively, and based on community objectives.

There are gaps in demographics Develop opportunities for job training Create activity for Ask all non‐profits and businesses to create job Job descriptions posted online served with teens and lower and assistance to business/non‐profit demographics with nothing descriptions for any entry level work that could be from 3‐5 businesses or non‐ income folks dropping through groups, to do while assisting business done by an intern or volunteer. Be sure to include profits in first 3 months. the cracks. district. the positive aspects of the work with potential accountability for some decision‐making, post all jobs on the chamber or EDC site for online access

Develop opportunities for job training Create activity for Ask all groups who work with youth and under 7‐10 underemployed complete and assistance to business/non‐profit demographics with nothing employed persons to complete an online survey and are matched with groups, to do while assisting business survey/form that indicates the skills they have or businesses and non‐profits. district. would like to learn, if they are interested in volunteering to gain skills, of what their time availability and salary requirements may be. Compare results of job descriptions to skill development desired.

Chamber and Arts both do Cut down on duplication and Hold meeting of folks marketing the area to Develop semi‐annual Community county wide calendar get more done/business develop a list of what marketing should be done marketing meetings. served. and who should do it. Only have one calendar, but have the other group reallocate that time to another activity that will compliment.

Develop a matrix of marketing activities and the Matrix updated semi‐annually. groups who will do them. Update regularly.

There are a lot of materials but Cut down on duplication and The Chamber should consider moving to an All businesses and services are no really conclusive get more done/business inclusive model with investor options. This means promoted in materials. comprehensive source of served. that all businesses are served (with a basic listing information for the community. in all materials) for free but those who invest money get additional benefits.

Cut down on duplication and Create one list of all businesses and products There is one document for get more done/business available town with a map that can be printed and visitors to know what served. online. businesses are where. Cut down on duplication and Create formalized cross marketing in addition to Businesses identify 3‐5 ways get more done/business referral program to share ideas and build they can support each other. served. strategies for one business to support another. These programs are listed in Using the business initiative to do promotions on business attraction materials receipts. to show prospective businesses how supportive the community is.

Cut down on duplication and Work with all county lodging establishments and All of the lodging and camping get more done/business campground to promote Buena Vista business. distributes materials about served. Chamber can negotiate group rate with all businesses in town. Provide members. more materials at least quarterly. Buena Vista Action Matrix

Initiators/Partners/Stakeholders/Ex

Observation Recommendation Objective Tasks to Reach Objectives Deliverables pertise Needed September-13 December-13 March-14 June-14 September-14 December-14 March-15 June-15 September-15 December-15 March-16 June-16 September-16 Excitement for projects and events is not always sustainable or with broad based support from different demographics.

Excitement for projects and Continue to support river park and Build quality not quantity. Be sure that the design initiatives allow for River Agenda from meetings and events is not always sustainable town wide clean up as these are Park and clean up to be repeating agenda items. continued progress with or with broad based support existing initiatives that really show projects. from different demographics. how strong the community is when collaborating.

There is nothing indoor at night for Build quality not quantity. Review appendices and complete the strategic Completed strategic event Chamber, Town, Arts, EDC, activities. events matrix and calendar looking at times of matrix updated annually, Youth year and times of day. collaboratively, and based on community objectives.

Create a campaign of local store Build quality not quantity. Start by reviewing the 3/50 campaign online for a Posters in each store window. owners to get involved. simple way to download and print materials friendly to local businesses. Create a habit of being open, they'll Build quality not quantity. Start holding weekly events geared towards local Night activities are held with create a habit of doing downtown. all year round and stay with it. business and non‐profits each creating an activity.

Create a habit of being open, they'll Build quality not quantity. Include some specials just for locals and highlight E.g. Hold a raffle with the last create a habit of doing downtown. things that locals (youth, businesses, Town etc. . fourm digits fro utility bills. Have done recently).

Your image on the internet is important and worth spending resources to enhance.

Identify what's online about BV and Reduce the clutter that Create a one stop shop for tourists looking for One page houses all info and clean it up. comes for too many trips, businesses or residents looking to relocate, one organization is the messages and materials. locals looking to volunteer, etc. So that all clearinghouse. demographics can easily find what they need to drive them to BV. Identify what's online about BV and Reduce the clutter that Self audit on Google and Internet to see what you Youth commission shares clean it up. comes for too many look like to people searching on the Internet. Ask report on what BV looks like messages and materials. older youth to look up various activities in the online quarterly. area, restaurants, lodging, etc. and to create a list of the most interesting responses and ratings for different BV businesses or attractions.

Funding Consider funding stream to Provide revenue for planning Identified funding for Council and staff meet to identify available Town Meeting agenda and minutes Town Staff and Council dedicate to downtown activities and capital projects downtown improvements funding to dedicate to downtown. Possible posted. Materials look at each considerations for funding include general funds, option with strategic business license fees, lodging tax, DOLA direct prioritization. distributions, etc.

Identify potential grants and Leverage Town funds with grant additional funding for Identify a project list of downtown improvements Key prioritized project list. Town, other community loans for Downtown funds when possible. downtown and needs with cost estimates partners as needed Improvements Engage students or intern to conduct research into Post list of grants from Town, other community potential Town, community or other funding as state/federal, as well as partners as needed grant match foundation and corporate sponsors. Buena Vista Action Matrix

Initiators/Partners/Stakeholders/Ex

Observation Recommendation Objective Tasks to Reach Objectives Deliverables pertise Needed September-13 December-13 March-14 June-14 September-14 December-14 March-15 June-15 September-15 December-15 March-16 June-16 September-16 Identify potential grant programs including each Post smaller targeted list of Town, other community application deadline, required match, etc. grants from state/federal, as partners as needed well as foundation and corporate sponsors with a community call to action online.

Communicate with funders regarding proposed List of communications and Town, other community projects and applications requirements and apply results is shared with partners as needed for funding as appropriate stakeholder group.

Consider option of forming a Utilize community stakeholder Presentation of concepts Revisit the problems/needs from the stakeholder Downtown Development group/merchant's association. (problem and potential groups for issues that can't be addressed without Authority versus a Business solution). significant and sustainable new revenue stream Improvement District. IF DDA is and develops presentation for community input. CHOICE, proceed with below steps. IF yes to DDA Public understands and provides Community Presentation and Engage DCI or DOLA to develop presentation, Downtown input into issues and proposed final commercial district communication tools (e.g. public meetings, written Committee/steering solution. Town council approves recommendation or electronic correspondence). Conduct meetings committee, Town Council. committee recommendation. and consider public input to final recommendation to Town Council.

IF yes to DDA Once type of district is determined, Road show presentation Develop road show presentation. Engage legal Downtown form community group that will build familiarizing public with final counsel to draft DDA creation ordinance. Establish Committee/steering community support & begin district recommendation and next coalition of supporters. Townd reviews an adopts committee, Town Council. formation procedure. steps. Ordinance to create ballot language creating DDA/BID [and establishing 'Support coalition (influential DDA, initiating TABOR funding mechanism ‐ mill levy or tax increment.] residents and business election. TABOR ballot owners). Legal counsel may be language. a special district attorney

IF yes to DDA Campaign to promote passage of Success at November Promote passage of ballot issues via donation‐ Community group/campaign ballot question(s). election funded and/or grass root campaign reminding committee. Investment residents of the benefits of the project and getting bank/election consultant may out the "yes" vote. provide guidance for campaign strategy and election deadlines. Investment bankers not paid for election assistance (only for bonds underwritten).

IF yes to DDA Town council appoints DDA board (5‐ DDA Board of Directors. Town council conducts search/invites Board Town Council. 'Legal/bond 11 members). candidates including at least one Town Councilor, counsel and volunteer a met district representative, school district community members. representative, member of the Chamber, an east and central commercial district business owners.

IF yes to DDA Establish funding mechanism Funds for annual/ongoing Depending on whether sales and/or property tax DDA Board. 'Legal/bond capital improvements and/or increment financing is voter‐approved along with counsel. repayment of potential bond DDA creation, DDA must be placed on sale and issue. property tax rolls to establish base for TIF. Buena Vista Action Matrix

Initiators/Partners/Stakeholders/Ex

Observation Recommendation Objective Tasks to Reach Objectives Deliverables pertise Needed September-13 December-13 March-14 June-14 September-14 December-14 March-15 June-15 September-15 December-15 March-16 June-16 September-16 IF yes to DDA Town Council approves plan of Plan of Development ‐ Engage legal/bond counsel to assist in drafting the DDA/BID Board. 'Legal/bond development. required by statute; defines Plan of Development. counsel. scope of commercial district improvements and the funding mechanism used.

Economic Restructuring There are several empty store Create both short and long term Help attract targeted short term: consider pop up businesses in your A guiding document to help all Town of Buena Vista, Chaffee fronts throughout your business attraction plans. businesses to help create a empty store fronts during busy summer as well as downtown stakeholders County Economic Development downtown. vibrant and healthy holiday seasons to help activate spaces. Consider engage in business attractions. Corp., Chamber of Commerce, downtown. using food trucks during busy weekends to help Business owners, Office of make the downtown more vibrant. Economic Development and International Trade.

long term: use data (see below) to target the right mix of business for downtown, industrial park, and business that will compliment resorts.

Collect data about your community to Use data to help make Collect demographic information about A market profile of your Town of Buena Vista, Chaffee share with potential business. informed decisions about population, income, car counts, age of population, community which will County Economic Development what types of business etc. Review and consider data to help make communicate to investors, Corp., Chamber of Commerce, would be a good fit for decisions, as well as share with business entrepreneurs why Business owners, Office of Buena Vista. interested/potential businesses. Additionally, Buena Vista is where they Economic Development and start to document your building inventory in down should be. Update information International Trade, town‐compile information about each potential as it changes Department of Local Affairs location a business could locate. Sq. footage, Demography. condition, owner, etc. All of this type of information helps business start ups make important decisions about what community they should locate in. Streamline the business A clear process for business Map out the permitting process, available Easy to communicate Town of Buena Vista, Chaffee permitting/lessons learned process start ups to follow. resources, taxes, etc. for business. Make sure to document for interested County Economic Development for potential business. make this information available on‐line and also investors Corp., Chamber of Commerce, make sure all City and County staff are trained in Business owners, Office of all of the procedures. Economic Development and International Trade, Small Business Development Center Reps.

Create an incentive plan. The right incentive plan can Start to research what the State offers, what the Incentives can help attract Town of Buena Vista, Chaffee help attract a targeted county offers, and what other comparable new business that might County Economic Development business into your communities are offering. Consider what makes otherwise go to a different Corp., Chamber of Commerce, community. sense to incorporate for Buena Vista. Consider community Business owners, Office of projected sales tax revenue as well as job creation. Economic Development and Incentives can be a combination of things to International Trade. include other services from downtown business.

The Buena Vista economy is Create a retention plan to support It's important to keep and Make sure to conduct consistent outreach to A clear communication model Town of Buena Vista, Chaffee subject to the seasons existing businesses support your existing business owners. Listen to what they need and to help downtown businesses. County Economic Development business as they already want. Create training and networking Corp., Chamber of Commerce, have added value to your opportunities around the needs. Make sure to Business owners. Main Street community and invested in include everyone in the downtown Manager. Buena Vista Buena Vista Action Matrix

Initiators/Partners/Stakeholders/Ex

Observation Recommendation Objective Tasks to Reach Objectives Deliverables pertise Needed September-13 December-13 March-14 June-14 September-14 December-14 March-15 June-15 September-15 December-15 March-16 June-16 September-16 Use existing resources to provide To have the most resources Make contact with SBDC, Chamber, Chaffee EDC, More business resources. Town of Buena Vista, Chaffee trainings and available to assist downtown DOLA Main Street to see what types of trainings County Economic Development business owners. they offer. Communicate the needs of the Corp., Chamber of Commerce, business owners if additional or different training Business owners. Main Street is needed. Manager.

There is a shortage of affordable Gather area providers to share and A message to communicate Contact Boys and Girls Club, the People's Clinic Housing options for DOLA‐Division of Housing, and work force housing options document information about to developers, government, and start to share information about the housing affordable, workforce, and UAACOG, Boys and Girls Club, clientele. and other stakeholders needs of their clients. Use those documents to market rates. The People's Clinic, other area about the affordable housing help illustrate the needs to UAACOG service providers, Town of needs in the area. Buena Vista, Chaffee County.

Review your current zone and codes A well balanced housing Review codes and zoning, update as needed to for new development, consider stock. include options for housing development inclusionary requirements for downtown and in new developments. development, and other options of housing in your downtown.

Consider funding a market study. A market study can help Engage the Upper Arkansas Area Council of identify gaps in the Buena Governments (UAACOG). They are the affordable Vista housing market. It's a housing providers for Buena Vista. A market study tool that can be used to can cost anywhere from $5,000‐$6,000. There are attract development. several consulting firms that will do this sort of analysis for a community.

Use existing resources to help Use your industrial park to help with with business attraction and existing industry clusters. retention. Market amenities and business at airport, resorts, and hotels. Historic Preservation Historic Preservation under Hold public meetings about the Dispel any misconceptions Hold informational public meeting. Have History Positive public support after Town of Buena Vista, History utilized as a community benefits of historic preservation. about historic preservation Colorado present to address public concerns and meeting next step would be to Colorado, Buena Vista Heritage builder/financial tool. Invite History Colorado, Colorado the public might have. misperceptions. start the process of identifying Society, Salida officials for a Preservation, Inc. or DOLA to Educate the public to the the communities historical peer‐to‐peer historic participate in the meeting to address benefits of valuing their resources. preservation exchange misconceptions the public might have historic resources and the about preservation issues, for financial resources available example: preservation ordinances, local vs. state/national designation, and the benefits and obligations of preservation for private property owners. Identify historic resources in the Identify all historic resources Determine scope of historic survey needed to Grant application and pledged Town of Buena Vista, History community. Complete survey of the in the community eligible for identify important historic resources. match Colorado, Buena Vista Heritage community and individual buildings State or National register Society that could be nominated to the state nominations. and national register

Submit grant application to History Colorado, with Grant application and pledged Town of Buena Vista, Buena 25% match, to complete a historic and match Vista Heritage Society, History architectural inventory. Another approach would Colorado, UC Denver be to identify opportunities for volunteers to be Preservation Program trained to complete survey forms. Buena Vista Action Matrix

Initiators/Partners/Stakeholders/Ex

Observation Recommendation Objective Tasks to Reach Objectives Deliverables pertise Needed September-13 December-13 March-14 June-14 September-14 December-14 March-15 June-15 September-15 December-15 March-16 June-16 September-16 Present findings to the community. Completed survey identifying Town of Buena Vista, Buena eligible landmarks and eligible Vista Heritage Society, History historic district(s) on Main Colorado, UC Denver Street Preservation Program

There are no designated Historic Based on the survey, identify historic Educate property owners Educate owners of eligible landmarks, one on one, Determination of which Town of Buena Vista, property Landmarks or Districts. structures to nominate to the State or and nominate eligible to help them understand the benefits of historic owners are interested. owners, Buena Vista Heritage National Register of Historic Places. properties preservation and decide if they would like to Society, History Colorado Identify buildings appropriate for a designate their property to the National or State Historic Structure Assessment. The Registers of Historic Places. Court House might be an ideal first candidate as the most prominent Designate a historic district If there is community support and eligibility, Determination if a downtown building in town. and/or landmarks consider nomination of a historic district in the district is desired downtown area. Work with willing owners to complete the Nomination form(s) Town of Buena Vista, property nomination form, using information from the completed and submitted. owners, Chaffee County, Buena survey, for either individual properties or for a Vista Heritage Society, History district. One consideration for nomination should Colorado be the Courthouse. Appropriate recognition of Celebrate those properties that are designated Plaques, website, tour (in print Town of Buena Vista, property historic properties and identify them with plaques. or virtual), etc. owners, Buena Vista Heritage Society, History Colorado

Access resources for Work with owners who wish to access benefits of Historic Structure Assessment assessment and designation, including grants for Historic Structure grant application(s) completed rehabilitation of historic Assessment and/or rehabilitation. buildings ‐ bring resources to building owners

Consider residential historic districts if there is Decision regarding residential support/interest. historic district(s)

There is no governing body Work with the community, property Meet with interested citizens and elected officials Meeting held and input Town of Buena Vista, History overseeing Historic Preservation owners and decision makers to to provide education on what a historic recorded Colorado, Buena Vista Heritage issues, nor is there a process to determine if a local preservation preservation ordinance means for the town and Society, UCD M.A Preservation designate local historic ordinance is desired. If so, adopt an property owners. Determine if a local Student who could provide landmarks or historic districts. A ordinance and establish a preservation program is desired. services as a professional local gives the community board/commission. project or internship control over the designation process, including determining if any building protections should be instituted.

If a local preservation program is desired, appoint Town Board makes decision on a committee to draft the ordinance. whether to proceed, and if yes, appoints committee

Review other ordinances and determine what is desired locally. Engage the assistance of History Colorado, DOLA, and other small communities with preservation ordinances.

Present a draft for public review/comment; Draft ordinance consider comments; amend as needed.

Present final draft to Town Board. Final ordinance Buena Vista Action Matrix

Initiators/Partners/Stakeholders/Ex

Observation Recommendation Objective Tasks to Reach Objectives Deliverables pertise Needed September-13 December-13 March-14 June-14 September-14 December-14 March-15 June-15 September-15 December-15 March-16 June-16 September-16 Appoint preservation commission. Preservation commission appointed Seek Certified Local Government status through CLG status/eligibility for CLG History Colorado. grants No historic structures have any Consider either building protections Include protections in Determine if building protections should be Draft/final ordinance Town of Buena Vista, History protection currently. (i.e. review of exterior/façade discussion of preservation included in ordinance Colorado, Buena Vista Heritage alterations to designated historic ordinance. Society, UCD M.A Preservation buildings) or incentives for historic Student who could provide preservation as part of the Historic services as a professional Preservation Ordinance. project or internship

Design Walkability in the downtown Fill in the missing sections of To complete the pedestrian Complete a "site analysis" to determine Site analysis report. City, affected property needs to be improved along and sidewalks along the east end of East connection between East improvement needs. owners/developers, landscape between West Main Street, East Main Street and the north end of and South Main Streets, and architect/urban designer Main Street, and South Main South Main Street. improve pedestrian Street. walkability.

Identify and acquire construction funding. Secured construction funding. City and consultant.

Prepare streetscape design and construction Design Plans and construction City, affected property documents for the proposed improvements documents owners/developers, community, and landscape architect/urban designer

Provide benches/pedestrian rest Prepare streetscape design and construction Design Plans and construction City, affected property areas To provide a more documents for the proposed improvements documents owners/developers, along new sidewalk between E. Main pedestrian friendly, inviting, community, and landscape and S. Main. and safe streetscape. architect/urban designer

Enhance the Highway 24 pedestrian To increase pedestrian Prepare streetscape design and construction Design Plans and construction City, affected property crossing between West Main Street safety. documents for the proposed improvements documents owners/developers, and East Main Street. community, and landscape architect/urban designer

Highway 24 and the UP Railroad The City should meet with To create a safe Develop conceptual plans for an at grade crossing. Conceptual plans for an at City, railroad, engineer/design create a significant representatives from UP Railroad to pedestrian/bike crossing of grade crossing. consultant. pedestrian/bike barrier between get approval for the construction of a the railroad tracks between the east and west sides of town. pedestrian/bike at‐grade crossing the school and the west side across the railroad tracks from South of town. Railroad Street near the end of Marquette Avenue.

City and consultants meet with railroad Approval of the conceptual City, railroad, engineer/design representatives to get approval for an at grade plans by the railroad. consultant. crossing Identify and acquire construction funding. Secured construction funding. City and consultant.

Prepare plans and construction documents for an Design Plans and construction City, railroad, engineer/design at grade crossing documents consultant.

The City should meet with To create a safe Develop conceptual plans for an at pedestrian Conceptual plans for a City, CDOT, engineer/design representatives of the CDOT to get pedestrian/bike crossing of crossing. pedestrian crossing of consultant approval for a pedestrian crossing of the Highway 24 between the Highway 24. Highway 24 at Oak Street. school and the west side of town. Buena Vista Action Matrix

Initiators/Partners/Stakeholders/Ex

Observation Recommendation Objective Tasks to Reach Objectives Deliverables pertise Needed September-13 December-13 March-14 June-14 September-14 December-14 March-15 June-15 September-15 December-15 March-16 June-16 September-16 City and consultants meet with CDOT Approval of the conceptual City, CDOT, engineer/design representatives to get approval for an at grade plans by CDOT. consultant crossing Identify and acquire construction funding. Secured construction funding. City and consultant.

Prepare plans and construction documents for an Design Plans and construction City, CDOT, engineer/design at grade crossing documents consultant

Visual connectivity needs to be Replace non‐matching street To enhance the Develop conceptual and preliminary Conceptual and preliminary City, CDOT, property/business improved between West, East, furniture with standard equipment visual/aesthetic connection streetscape/urban design plans for the three streetscape/urban design owners, community, landscape and South Main Streets. and wood planters and benches with between the three "Main "Main Streets." plans architect/urban designer. metal equipment. Expand and Streets." develop a coordinated streetscape palate for all the three “Main Streets.” This palate should include common paving materials, pedestrian level streetlights, trash receptacles, bike racks, benches, planters, street tree plantings, and ash urns, etc.

Identify and acquire construction funding. Secured construction funding. City and consultant.

Prepare final streetscape/urban design plans and Final streetscape/urban design City, CDOT, property owners, construction documents for the three "Main plans and construction community, landscape Streets." documents for the three architect/urban designer and "Main Streets." engineering consultant.

Redevelopment of the three Continue with the plans to redevelop To enhance the visibility, Create a redevelopment master plan for the A redevelopment Master Plan. City, property owners, commercial corners of the the old gas station and remove the interest, attraction, and properties adjacent to the intersection of East & community, urban planner intersection of West Main building between it and Hi‐Rocky to aesthetics of Buena Vista's West Maind Streets an Highway 24. consultant. Street/East Main Street and open up this area for landscaping and most important intersection Highway 24 should be additional downtown parking. encouraged to create the “highest and best use” for those properties and to enhance the Identify and implement redevelopment incentives Redevelopment incentives City, development/economist appearance and attraction this formulated and approved by consultant. important entry point into the Board of Trustees heart of downtown Buena Vista. Attract new developers and/or businesses. Developers and businesses on City, Chamber of Commerce, pledged. Create a redevelopment master plan for the A redevelopment Master Plan. City, property owners, Recommend the nursery located on properties adjacent to the intersection of East & community, urban planner the southwest corner be redeveloped West Main Streets and Highway 24.. consultant. into a more appropriate use that would enhance this entry point. Identify and implement redevelopment incentives Redevelopment incentives City, development/economist formulated and approved by consultant. Board of Trustees

Developers and businesses on City, Chamber of Commerce, pledged. The two two‐way streets, Create a short, one‐way couplet with Improve a dangerous Complete a traffic study for this intersection. Completed traffic study. City and traffic planning Cottonwood and Cedar, create a Cedar Street being one‐way east to intersection. consultant traffic hazard as they meet at Centennial Plaza, and Cottonwood Highway 24. Street being one‐way west from Centennial Plaza to Highway 24. Buena Vista Action Matrix

Initiators/Partners/Stakeholders/Ex

Observation Recommendation Objective Tasks to Reach Objectives Deliverables pertise Needed September-13 December-13 March-14 June-14 September-14 December-14 March-15 June-15 September-15 December-15 March-16 June-16 September-16 Develop conceptual and preliminary plans for a Conceptual and preliminary City, CDOT, adjacent property new intersection and related street alignments streetscape/urban design owners, community, based on the traffic study. plans engineer/design consultant

City and consultants meet with CDOT Approval of the conceptual City, CDOT, adjacent property representatives to get approval for a new plans by CDOT. owners, community, intersection Should be done prior to CDOT's engineer/design consultant planned Highway 24 improvements are constructed). Identify and acquire construction funding. Secured construction funding. City and consultant.

Prepare plans and construction documents for an Design Plans and construction City, CDOT, adjacent property at grade crossing documents owners, community, engineer/design consultant

The off‐street parking lots in the Repave or pave the lots as needed. Make off‐street parking lots Develop and implement design standards for off‐ Off‐street parking lot design City, community, landscape downtown are unattractive. Add some landscape planting and more visually attractive. street parking lots. standards and implementation architect/urban design low, rod iron decorative fencing to plans for existing lots. consultant. help screen or soften them.

Maintain landscaping. Development and adoption of a landscape Implementation of the off‐ City, landscape maintenance program for off‐street parking lots. street parking lot landscape architect/horticulturalist maintenance program. consultant. Small Towns Shop Local Campaigns Many communities in Colorado are looking to create a buy local campaign, especially for small towns. Shop local is more than a slogan or a flyer that you begin posting around town. It is a campaign to help businesses develop a larger and more loyal customer base, enhance knowledge of local products and services, change behavior and understanding of the community, and engage the community in supporting the community. Shop Local Objectives • Support local and independent businesses by developing a local customer base; • Create a broader understanding of locally grown products and services; • Assist in changing the behavior and understanding of local businesses and citizens; • Bring community stakeholders together to foster a greater sense of place and community.

Steps to Successful Shop Local Program It is important to adapt all recommendations to fit the needs and unique characteristics of your town.

Step 1: Engage your stakeholders Reach out to all businesses, business support organizations (nonprofits, chambers, downtown business associations, local library, etc.), as well as to the local government, county government, and economic development groups. Bring in 5-10 key representatives to start the process. Invite them to a simple discussion to assess what to highlight and how to approach the new campaign.

Step 2: Conduct an audit of goods and services available downtown. All over the state we hear how small towns may not have everything that people need. Downtowns are different than they once were; they may not all be able to provide thread or socks, or other daily needs. There will always be things that people need to leave town to find. But you might even surprise yourself with what you do have. Conducting a survey or simply asking local businesses to provide a list of “Did you know we have?” can enable you to highlight each store online or through local outlets to inform the community of local goods and services. This will also help you to develop collateral materials including online and printed directories.

Step 3: Determine the best slogan to fit your community’s character. Anyone can say “Shop Local,” but how do you remind consumers to shop local in your community? Commonly used slogans include Buy Local First and Live Local but many cities have more success creating customized logos and slogans. Remember that you are trying to engage your locals so a slogan that doesn’t resonate with your hometown character won’t be nearly as effective.. Determine which best suits your town or create your own unique slogan. Some Colorado examples are: - Colorado Springs: There is only one Downtown - Boulder: Love the Local - Parker: Go to Town - Brush: Don't Rush through Brush!

Step 4: Develop targeted collateral materials. Resources are often tight in a small community, but a few targeted materials can go a long way.

• Print window stickers for your local businesses to display. This is a quick and easy way to grab the attention of downtown passersby and connect your local businesses. • Design a printed directory for your downtown and distribute it. It is important to have an online directory, but for those who are wandering through downtown, a printed guide can be a big help to encourage shopping. Check out Denver’s Old South Pearl Street guide for a good example. Many downtowns also build a large downtown directory, similar to what one might see in a mall. Use this content to develop an online directory as well. • Build loyalty through local currency, coupon books, and gift certificate programs. Loyalty programs are everywhere these days and for good reason. You can create your own loyal following by offering benefits through coupons, gift certificates, or frequent shopper programs geared toward downtown stores. La Plata County created a Be Local coupon book of local retailers. The Colorado Springs Downtown Partnership created a Downtown Colorado Springs gift card in varying denominations that is accepted in more than 100 local retailers. Carbondale has held a drawing for an electric car; shoppers receive a ticket when they shop at one of 200 participating Carbondale businesses. Local currency programs include Lake City DIRT Dollars and Brush Chamber Bucks.

Step 5: Educate consumers on shopping local. Shopping local is frequently becoming an ethical decision for consumers who want to reinvest in their communities. Teach people the benefits of voting with their dollars locally by educating them on how shopping locally positively impacts their community. Both Golden and Boulder have created online web pages to do just this.

Explain that local services such as local law enforcement, fire, libraries, and schools are funded by sales tax dollars. Highlight that spending in the community, helps to keep your community top notch. Spending elsewhere supports someone else’s school.

Step 6: Spread the word. • Reach out to your local media. In smaller communities especially, the local media has as much interest in supporting buy local campaigns as any other local business. Draft a press release with details and contact the local media directly to ask if you can provide further information. • Develop a social media campaign. Use your community website as well as Facebook, Twitter, and other social media sites to engage the community. • Present at local events and meetings. Have an exhibitor table at any local events to talk to residents directly. Remember those stakeholders you engaged in step 1? Ask if you can have a few minutes to present to their organizations.

Step 7: Assess and analyze! Once you begin the campaign, you want to be able to point to the success of it, or be able to identify areas that need adjustment or need to be strengthened. The best way to do that is to ask questions of your community, both residents and businesses, most often through a survey or similar questionnaire. You can find examples of surveys almost anywhere, from local community colleges to small business development centers, or even the Office of Economic Development and International Trade. And if you don’t have the manpower to conduct the survey or gather the results, students in marketing or business classes may be available at little or not cost. Below are a few questions to get you started:

Businesses: • Did you actively participate in the shop local campaign? (In what capacity? Sticker in window? Coordinated store hours?) • Did you notice an impact from the shop local campaign? Higher sales? New customers? • Did you gather point of sale information (e.g., zip codes) to show • Which aspects of the shop local campaign do you feel helped you most? • Is there anything you would do differently?

Residents (Consumers) • Were you aware of the Shop Local campaign? • How did you learn of the Shop Local campaign? • Did the Shop Local campaign influence your behavior? Did you buy more from local businesses? Did you visit businesses you don’t normally shop in? • Have you seen the list of goods and services available downtown? Were you surprised to see anything on this list?

When you are trying to make the most of your scarce resources, a shop local campaign can help your small town. We highly recommend tracking of volunteer hours and activities through this process. If you have more examples, stories, surveys or ideas, we'd love to hear them at [email protected]. ELEMENTS FOR DOWNTOWN ECONOMIC & COMMUNITY DEVELOPMENT Downtown Colorado, Inc. (DCI) offers a series of targeted technical assistance, referral, and on-site services to local governments, non-profit organizations, community groups, and others working on downtown revitalization. Services are tailored to meet the needs of each request and range from consultant referral, phone consultation, and coordination of panel discussions for public awareness, renderings of improvements to building and streetscape façades, facilitation of local discussions by focus groups, strategic planning with creation of implementation steps, and detailed training. DCI utilizes both staff and consultant volunteers to guide communities through the downtown revitalization process so that the community better understands the process to save time and money, as well as to better achieve the community’s objectives. MENU OF TECHNICAL ASSISTANCE ORGANIZATION DESIGN • Getting Started: Getting people organized, focused and • Design and Historic preservation assessment enthused • Providing local design assistance • Fundraising for downtown organizations • State and National historic designation process • Board development and facilitation of board retreat • Certified Local Government • Main Street program feasibility – Are we ready? Will we • Streetscape plan review benefit? What do we need? • Do we need a plan? What type (i.e. design, market- • Volunteer recruitment, training, retention and reward based, etc.)? • Work plan development • Infill construction • Visioning and creating a mission statement • Parking and traffic strategies • Building effective public and private partnerships • Creating a façade improvement program • Determining the best district management organization • Creating design guidelines e.g. business improvement district, downtown • Merchandising and window displays development authority, etc. • Conducting a windshield survey and inventory of historic • Communications planning – who do we need to contact, properties how, and when ECONOMIC RESTRUCTURING PROMOTION • Understanding the market analysis process and its • Marketing and Branding Review applications • Developing marketing and branding strategies • Understanding how to develop a marketing plan for • Review and critique of current event promotions downtown • Special event development • Business development strategies • Development of appropriate promotions strategies • Creating market niche strategies • Hospitality Training for Hotel and Restaurant Staff • Business mix and clusters analysis • Strategic Event Planning • Funding mechanisms for downtown revitalization – alphabet soup • Project feasibility – right project at the right site? • Creating economic incentive Stake Holder Analysis

Steps:

1. List desired downtown participants across in the left hand column 2. List what their interest might be in the success of downtown in the “Stake or Interest” column. Record if the stakeholder is supportive, how important are they to the success of the project or organization, what you would like to have them contribute, what would be the best approach to contact them, and who should make the contact. 3. Develop a plan for communicating with each stakeholder and execute. Stakeholder Stake or Interest Supportive Relative Potential Contribution or Approach/Responsible for Project of Project Importance Withholding Yes No Identify Potential Volunteers by Stakeholder Groups

Steps:

4. List desired downtown participants across the top of the matrix. 5. List potential individuals or organizations to recruit to fill those participant needs in the left-hand column. 6. Recruit accordingly!

Stakeholder Groups____

Volunteer Source

(individual or organization) . Organizations Business Owners Property Owners Neighborhood Residents Government Media Utilities Groups Civic Youth/Schools Preservationists Institutions Financial Religious Organizations Design Professionals Institutions Economic Community/ Dev Potential Project Partners

Steps: 1. List downtown’s annual projects in the left-hand column. 2. List potential organizational partners across the top of the matrix. 3. Check any groups that might have a shared interest or mission in accomplishing each project. 4. Recruit accordingly! Stakeholder groups____

Projects/Events

Project Name… Project Name… Project Name… Project Name… Project Name… Project Name… Project Name… Project Name… Project Name… Sample Strategic Event Planning Matrix Steps: 1. Gather downtown focus group and brainstorm and prioritize objectives for events downtown. 2. List all events that impact downtown (or the town) in the left hand column and objectives along the top row. 3. Review each event and the objectives that are being met, then consider how to incorporate other objectives into current and new events to increase quality and make a bigger impact. Don’t just create or keep holding events if they aren’t working toward objectives. 4. Remember to revisit each year as a part of evaluation, determine if there are objectives have changed, and make improvements each year. Objective► Community Kid Fund Traffic Promotes Restaurant Downtown Green Historic Lead Partner Demographic Event▼ friendly Raising Generating Retail Component Initiatives Accentuated Org Orgs Reached Outdoor Market X X X

Concert at Park X X July 4th Parade X X X X Christmas Event X X Halloween X X X Concerts in the Business districts $5.00 Thursdays Movie Night-dinner First Friday Art Walk Pub crawl/bonfire Soap box derby or big wheel race Festival Home tour Ghost tour or haunted house Primary Demographic Groups 1.Local 2.Surrounding Area 3.Regional 4.Larger area Sample Strategic Event Planning Calendar Steps: 1. It is important for downtown to be a gathering place and a habit for all of your locals. 2. Assess the current calendar of events identify any large gaps in the calendar. When thinking of new events, think strategically about when the events should be to accentuate your current calendar. 3. List all events that impact downtown (or the town) in the left hand column and objectives along the top row. 4. Review each event and the objectives that are being met, then consider how to incorporate other objectives into current and new events to increase quality and make a bigger impact. Don’t just create or keep holding events if they aren’t working toward objectives. 5. Remember to revisit each year as a part of evaluation, determine if there are objectives have changed, and make improvements each year.

Objective► Community Kid Fund Traffic Promotes Restaurant Downtown Green Historic Lead Partner Demographic Event▼ friendly Raising Generating Retail Component Initiatives Accentuated Org Orgs Reached Outdoor Market X X X

Concert at Park X X July 4th Parade X X X X Christmas Event X X Halloween X X X Concerts in the Business districts $5.00 Thursdays Movie Night-dinner First Friday Art Walk Pub crawl/bonfire Soap box derby or big wheel race Festival Home tour Ghost tour or haunted house Basic Responsibilities of Nonprofit Boards1 1. Determine the organization's mission and purposes 2. Select the executive staff through an appropriate process 3. Provide ongoing support and guidance for the executive; review his/her performance 4. Ensure effective organizational planning 5. Ensure adequate resources 6. Manage resources effectively (the buck stops with them, ultimately) 7. Determine and monitor the organization's programs and services 8. Enhance the organization's public image 9. Serve as a court of appeal 10. Assess it's own performance Responsibilities of a Board Member Board members usually have specific responsibilities that are unique to the organization they serve, but every board shares a set of general responsibilities that board members should be prepared to assume when they serve.

Attendance: Board members agree to attend board meetings, the annual board retreat, and participate in some committee or volunteer work. LIST EVENTS HERE

Term: Directors are (generally) elected for three-year terms. A Director should be on the Board at least one year prior to running for office.

Mission: Directors agree to define the mission and participate in strategic planning to review the organization’s purposes, priorities, financial standing, and goals. Directors publicly support and are emissaries for the organization and its programs, events, or activities.

Executive Director: Directors must be prepared to approve the selection, compensation, and if necessary, dismissal of the chief executive, and to assure regular evaluation of the executive's performance.

Finances: Directors must assure financial responsibility by: • Approving the annual budget and overseeing adherence to it. • Contracting for an independent audit. • Controlling the investment policies and management of capital or reserve funds.

Development: Actively participate in fundraising, development and/or membership campaigns including: • Participating in the process of securing sponsorships for programs and events each year; • Identifying and soliciting support to achieve the organization’s annual fundraising goals; and • Actively participating in cultivating membership or investors when necessary.

Individual Board Member Support of the organization: All board members must be members/investors of the organization. An annual contribution is expected from each board member in the form of membership, sponsorship or programmatic support to the organization during each fiscal year to demonstrate the board’s support of the organization to constituents and funding sources.

Ways in which a board member may contribute to the organization: • Pay annual dues; • Sponsor or bring in sponsorship(s) for annual events, identify participants for awards programs, etc.; • Sponsor new member(s)/investor(s); • Conduct training, workshops or other informational meetings; • Chair a standing board committee;

1 "Ten Basic Responsibilities of Nonprofit Boards," published by the National Center for Nonprofit Boards, Washington, DC 20036. http://www.ncnb.org • Attend board meetings as regularly as possible; • Sponsor a publication; • Provide a service to the organization such as donating frequent flyer miles, designing the website or data base, providing printing and/or design services or volunteering to help staff the conference; EVERY BIT HELPS!

Planning oversight and support: Directors agree to oversee and evaluate strategic organizational plans and support management in carrying out those plans.

Board effectiveness: Directors must evaluate how well the board is performing and maintain an effective organization, procedures and recruitment.

Growing pains: As an organization evolves from startup to growth toward maturity, the responsibilities and character of its board of directors will evolve as well. Challenges that may come with growth include: • Weaning directors away from involvement in operations and management. • Addressing the needs and problems of a large staff. • Bringing aboard new people and new ideas.

Board Officer Job Descriptions2

Basic Board Member Job Description 1. Regularly attends board meetings and important related meetings. 2. Makes serious commitment to attend at least 1-2 events per year. 3. Volunteers for and willingly accepts assignments and completes them thoroughly and on time. 4. Stays informed about board and committee matters, prepares well for meetings, and reviews and comments on minutes and reports. 5. Gets to know other board and committee members and builds a collegial working relationship that contributes to consensus. 6. Is an active participant in the board's annual evaluation and planning efforts.

Board President Job Description 1. Serves as a member of the Board 2. Serves as a partner with the Executive Director in achieving the organization's mission 3. Provides leadership to the Board of Directors, who sets policy and to whom the Executive Director is accountable. 4. Presides over meetings of the Board after developing the agenda with the Executive Director. 5. Encourages Board's role in strategic planning 6. Appoints the chairpersons of committees, in consultation with other Board members. 7. Discusses issues confronting the organization with the Executive Director. 8. Helps guide and mediate Board actions with respect to organizational priorities and governance concerns. 9. Reviews with the Executive Director any issues of concern to the Board. 10. Monitors financial planning and financial reports. 11. Formally evaluates the performance of the Executive Director and informally evaluates the effectiveness of the Board members. 12. Evaluates annually the performance of the organization in achieving its mission. 13. Performs other responsibilities assigned by the Board.

2 The following descriptions were adapted from materials from BoardSource Board Vice-President Job Description This position is typically (but not always) successor to the President position. In addition to the Board Member responsibilities, this position: 1. Serves as a member of the Board 2. Performs President responsibilities when the President cannot be available (see President Job Description) 3. Reports to the Board's President on assigned tasks 4. Works closely with the President and other staff 5. Participates closely with the President to develop and implement officer transition plans. 6. Performs other responsibilities as assigned by the Board.

Board Secretary Job Description 1. Serves as a member of the Board 2. Maintains records of the board and ensures effective management of organization's records. 3. Manages minutes of board meetings. 4. Ensures minutes are distributed to members shortly after each meeting 5. Is sufficiently familiar with legal documents (articles, by-laws, IRS letters, etc.) to note applicability during meetings.

Board Treasurer Job Description 1. Serves as a member of the Board 2. Manages finances of the organization 3. Administrates fiscal matters of the organization 4. Provides annual budget to the board for members' approval 5. Ensures development and board review of financial policies and procedures

Committee Chair Job Description When using the Main Street Approach, there should be four committees, one for each of the Four Points: Organization, Economic Restructuring, Promotions, and Design. In the initial stages, sometimes the board will fill the role of the Organization Committee. Each committee should develop their own mission statement and work plan on an annual basis. 1. Serves as a member of the Board 2. Sets tone for the committee work. 3. Ensures that members have the information needed to do their jobs. 4. Oversees the logistics of committee's operations. 5. Reports to the Board's President. 6. Reports to the full Board on committee's decisions/recommendations. 7. Works closely with the Executive Director and other staff as agreed to by the Executive Director. 8. Assigns work to the committee members, sets the agenda and runs the meetings, and ensures distribution of meeting minutes. 9. Initiates and leads the committee's annual evaluation. Executive Director Job Description Work Objectives The Downtown executive director coordinates activities within a downtown revitalization program that utilizes historic preservation as an integral foundation for downtown economic development. He/she is responsible for the development, conduct, execution and documentation of the Downtown program. The executive director is the principal on-site staff person responsible for coordinating all program activities and volunteers, as well as representing the community regionally and nationally as appropriate. In addition, the executive director should help guide the organization as its objectives evolve. Full Range of Duties to be Performed The executive director should carry out the following tasks: . Coordinate the activity of the Downtown program committees, ensuring that communication among committees is well established; assist committee volunteers with implementation of work plan items. . Manage all administrative aspects of the Downtown program, including purchasing, record keeping, budget development, accounting, preparing all reports required by the coordinating Downtown program, assisting with the preparation of reports to funding agencies, and supervising employees or consultants. . Develop, in conjunction with the Downtown program’s board of directors, downtown economic development strategies that are based on historic preservation and utilize the community’s human and economic resources. Become familiar with all persons and groups directly and indirectly involved in the downtown. Mindful of the roles of various downtown interest groups, assist the Downtown program’s board of directors and committees in developing an annual action plan for implementing a downtown revitalization program focused on four areas: design/historic preservation; promotion and marketing; organization/management; and economic restructuring/ development. . Develop and conduct on-going public awareness and education programs designed to enhance appreciation of the downtown’s assets and to foster an understanding of the Downtown program’s goals and objectives. Use speaking engagements, media interviews, and personal appearances to keep the program in the public eye. . Assist individual tenants or property owners with physical improvement projects through personal consultation or by obtaining and supervising professional design consultants; assist in locating appropriate contractors and materials; when possible, participate in construction supervision; and provide advice and guidance on necessary financial mechanisms for physical improvements. . Assess the management capacity of major downtown organizations and encourage improvements in the downtown community’s ability to carry out joint activities such as promotional events, advertising, appropriate store hours, special events, business assistance, business recruitment, parking management, and so on. Provide advice and information on successful downtown management. Encourage a cooperative climate among downtown interests and local public officials. . Advise downtown merchants’ organizations and/or chamber of commerce retail committees on The Downtown program activities and goals; help coordinate joint promotional events, such as festivals or business promotions, to improve the quality and success of events and attract people to downtown; work closely with local media to ensure maximum coverage of promotional activities; encourage design excellence in all aspects of promotion in order to advance an image of quality for the downtown. . Help build strong and productive relationships with appropriate public agencies at the local and state levels. . Utilizing the Downtown program format, develop and maintain data systems to track the progress of the local Main Street program. These systems should include economic monitoring, individual building files, photographic documentation of physical changes, and statistics on job creation and business retention. . Represent the community to important constituencies at the local, state, and national levels. Speak effectively on the program’s directions and work, mindful of the need to improve state and national economic development policies as they relate to commercial districts. . Resource Management Responsibilities Executive Director Job Description (Con’t) . The executive director supervises any necessary temporary or permanent employees, as well as professional consultants. He/she participates in personnel and project evaluations. The executive director maintains local Main Street program records and reports, establishes technical resource files and libraries, and prepares regular reports for the Town Council and board of directors. The executive director monitors the annual program budget and maintains financial records.

Job Knowledge and Skills Required The executive director should have education and/or experience in one or more of the following areas: commercial district management, economics, finance, public relations, planning, business administration, public administration, retailing, volunteer or non-profit administration, architecture, historic preservation, and/or small business development. The executive director must be sensitive to design and preservation issues and must understand the issues confronting downtown business people, property owners, public agencies, and community organizations. The director must be entrepreneurial, energetic, imaginative, well organized and capable of functioning effectively in an independent environment. Excellent written and verbal communication skills are essential. Supervisory skills are desirable. Director Annual Evaluation Suggested Evaluation Procedure: 1. Executive Committee finalizes list of major areas of responsibility (Section I) with staff input 2. Committee obtains input on all sections from all board members 3. Committee compiles input and develops an aggregate evaluation 4. Committee presents evaluation to staff verbally and in writing 5. Staff and board president sign this form after the verbal and written review.

Name: Title:

I. Performance in major areas of responsibility

Does not meet Meets Exceeds Far Exceeds Project/Event Management Donor/Member Relations Support to the Board of Directors Support to the Committees Public Relations/Outreach Other: Other: Other: Other: II. Comments about Staff Performance

III. Identify staff’s greatest contributions to MAIN STREET during the past year.

IV. Identify any areas of performance which need improvement:

V. SIGNATURES: I have reviewed this document and have discussed the contents with the Main Street executive committee. My signature means that I have been advised of my performance evaluation and does not necessarily imply that I agree with this evaluation.

Employee Date President Date Name: Title:

I. ONGOING RESPONSIBILITIES: summarize the basic and ongoing functions of the job that recur annually, as stated in the current job description:

II. 2010 SPECIAL ACTIVITIES: List 4 - 6 specific or measurable outcomes, results, and products to be achieved based on priority areas of work for staff:

III. 2009 EMPLOYEE DEVELOPMENT OBJECTIVES: List 1-2 skill-building activities:

IV. Signatures

Employee Date Supervisor Date AmeriCorps VISTA Many small Colorado communities do not have the budget to create a position for a full-time employee dedicated to downtown. These communities have been able to incorporate an AmeriCorps VISTA to coordinate downtown needs. The purpose of the AmeriCorps VISTA program is to provide full-time volunteers (VISTAs) to support projects at nonprofit, grassroots organizations, and local government agencies that operate programs to alleviate poverty. VISTAs work to improve organizational infrastructure, expand community partnerships, secure long-term resources, train program participants, and develop other activities that help build long-term sustainability for overcoming poverty. Victor, Silver Cliff and Westcliffe have all utilized the VISTA program to hire additional staff to be responsible for downtown revitalization through the Western Hardrock Watershed Team. (Note: Communities may also apply directly to the AmeriCorps VISTA program.)

Downtown revitalization groups and organizations can utilize the VISTA program for a variety of projects. If you are considering applying for an AmeriCorps VISTA through the Western Hardrock Watershed Team or another VISTA service organization, it is important to first formulate the project plan and outline to meet the mission of VISTA. Consider including items specific to alleviating poverty in your community:

• Developing a business attraction plan, market analysis, and business cluster study • Applying for grants to improve the appearance of downtown and the upkeep of historic buildings to attract potential businesses, and make downtown a pleasant place for residents and visitors to shop • Working with volunteer committees to develop events and festivals that bring tourism to the community The Western Hardrock Watershed Team Requirements for communities to qualify for AmeriCorps VISTA through the Western Hardorck Watershed Team include:

• Demonstrate the capacity for effective supervision and support for an OSM/VISTA member. • Develop a project work plan that reflects the Hardrock Team's Core Goals (1. Build local capacity supporting environmental stewardship; 2. Promote environmental stewardship activities in rural communities; 3. Engage economic redevelopment around environmental stewardship; 4. Enhance outreach and education around environmental stewardship; 5. Promote professional development for OSM/VISTA members) • Sign a memorandum of agreement. • Be able and willing to pay a yearly administrative fee to support the volunteer position. • Be able and willing to pay the fringe cost of hosting an OSM/VISTA Volunteer (travel, office, mailing, printing, etc).3

Applying Directly to AmeriCorps

Interested organizations may also apply directly to AmeriCorps (www.americorps.gov). To apply for an AmeriCorps VISTA member, the potential sponsor must contact the Corporation State Office to discuss application requirements and procedures. Colorado’s corporate state office can be reached at 303.390.2212 (Locate contact information for other state offices at http://www.americorps.gov/about/contact/stateoffices.asp). The state office will provide technical assistance during your application process. The length of the application process varies, but the average time from the initial contact to a final decision is 3 to 5 months.4

Applying for AmeriCorps VISTA requires a two-step process:

3 http://www.hardrockteam.org/ 4 http://www.americorps.gov/for_organizations/apply/vista.asp Step 1: Submit AmeriCorps VISTA Concept Paper: Organizations submit an AmeriCorps VISTA concept paper to the corporation state office. This is the preliminary screening tool to determine if the project will be a good fit.

Step 2: Submit AmeriCorps VISTA Project Application If the concept paper is approved, the organization submits an AmeriCorps VISTA project application. The application is completed online and the project must be based on the initial concept paper.

The VISTA Sponsor application requires:

• A Community Need Statement: This details the specific need the project will address. • Goal Statement: This will describe the impact the project will have on the need provided. This will be the goal for the entire three years of VISTA sponsorship. • Milestones: What will the project accomplish in a 12-month period? This will include a tentative schedule of when milestones should be accomplished and how milestones will be evaluated and measured. • Budget: The application will provide a budget template which must be completed. AmeriCorps VISTA Sponsorship Requirements

The organization must:

• Be a public sector organization or a private organization designated as nonprofit by the IRS; • Have resources available for VISTAs to perform their tasks ( i.e., space, consumable supplies, telephone, on-the job transportation reimbursement) and be able to provide emergency cash advances when needed; • Have the capacity and commitment to recruit, orient, train, supervise and otherwise support the VISTA; • Have the capacity to involve the beneficiary community in order to achieve project self-sufficiency after the VISTA term; • Sign a memorandum of agreement that outlines the legal responsibilities of both parties. The project must:

• Address the needs of low-income communities; • Lead to building organizational and/or community capacity to continue the efforts of the antipoverty project once VISTA resources are withdrawn; • Describe in measurable terms the anticipated self-sufficiency results at the conclusion of the project, including results to the sustainability of the project activities; • Clearly state how VISTAs will be trained, supervised, and supported to ensure the achievement of program goals and objectives; • Be internally consistent. The problem statement which demonstrates need, the project plan, the assignment, and all other components must be related logically to each other; • Ensure that VISTA and community resources are sufficient to achieve project goals; • Involve beneficiaries in project development and implementation throughout the life of the project as an advisory group; • Have the management and technical capability to implement the project successfully; • Have an appropriate number of requested members for project goals. The skills and qualifications described in the application must be appropriate for the assignment(s); 37 Best and Brightest5

The Best and the Brightest Internship Program places students who are pursuing a Masters in Public Administration or Political Science from the University of Colorado Denver in administrative roles in small and/or rural governmental jurisdictions. Objectives of the program include:

• Providing a cost-effective way to help support the increasing administrative needs of small and/or rural governments;

• Offering students a unique opportunity to complete their graduate degree while gaining practical work experience;

• Cultivating potential local government managers;

• Providing an opportunity for Colorado Department of Local Affairs (DOLA) to help meet the administrative support needs of small and/or rural jurisdictions in a cost effective manner.

What is needed to gain a Best and Brightest Intern? • Applicant jurisdictions must submit a description of the jurisdiction and needs. • In the application, jurisdictions must develop a work plan and job description for the intern. Students have the understanding that responsibilities can range from public works to preparing the annual budget. o Work plan should describe any potential special projects and daily duties. • Jurisdictions must also provide a plan for mentoring the intern during the entire internship. o This plan will list the staff person responsible as the primary mentor and how the intern will be mentored. o Mentor opportunities should also include attending commission or council meetings and attending workshops and conferences. • Towns and counties must match DOLA’s award with $17,500 per year to go toward the student’s annual salary and benefits package. To determine your eligibility, please contact your DOLA Field Manager.

5 The Cathy Shipley “BEST and the BRIGHTEST” Internship Program Overview Internships

If there is staff to supervise, a project-based internship can be a great way to do research on downtown buildings and development opportunities, determine retail leakages and rental rates to develop a market analysis, work on renderings for downtown facades and improvements, and develop marketing plans for social media, event promotions, and many more.

Tips for Planning an Internship Before developing an internship program, you must first determine your community needs and a plan for executing the program which benefits both your organization and the prospective interns.

1. Who will supervise the intern? Your downtown intern may know about downtown development practices, or they may be completely new to the topic. Regardless, it is important for a staff (city or town employee, nonprofit director, main street manager, etc.) to be responsible for the intern. Remember, your intern is a reflection of your organization and any communication they have with the community-at-large will reflect on you! 2. What needs does your downtown have that are feasible for an intern? Through a technical assistance visit, downtown assessment, or other downtown planning process, the needs and priorities of your community have been established. Evaluate the needs of downtown and determine what can be feasibly accomplished by an intern during a 3- to 6-month period of time. 3. How will you promote the internship opportunities? Be sure to post the internship on job boards for local colleges and universities, the DCI website Job Board, and other resources in your community and throughout the state.

Sample Internship Job Descriptions: The following are sample internship descriptions that can be adapted to fit the needs of your organization and downtown.

Sample Internship Description: Economic Restructuring/Development Intern Organization: ______Job Type: Internship Degree/Major Preferred: Business, Management, Economics, Accounting, Statistics, Planning, Economic/Community Development, Public Affairs or Administration, Political Science Location: ______

Job Description: The intern will follow the Economic Restructuring model of the Main Street Four Point Approach, learning about the recruitment of new businesses and economic uses, and conversion of underused space into more economically productive property.

Projects may be determined by the intern, or supervising organization, but may include studies of:

• Downtown rental rates • Measuring retail leakages, sales gaps, analyze trends and census data, and determining market feasibility for potential businesses • Research on for niche industries in similar communities to determine which types of businesses may work well downtown • Fundraising and grant-writing • Business inventory analysis • Business cluster analysis • Planning for business incubators • Creating plans for development which include research on potential grants, and analyzing sponsorship opportunities to improve downtown Skills and Abilities: The intern should have a basic understanding of Microsoft Office programs including Word, Excel, and Power Point. He or she should have the ability to work independently on projects, and communicate both in-person and in writing to staff, business owners, and residents.

Benefits: The Economic Restructuring/Development intern will have the opportunity to personally contribute to the revitalization of downtown. Interns will work on tangible projects that can be used in portfolios of work and serve as great deliverables for future employment opportunities.

Sample Internship Description: Urban Design/Architecture/Planning Internship Organization: ______Job Type: Internship Degree/Major Preferred: Planning, Landscape Architecture, Interior Architecture, Urban Design, Sustainability Planning, Public Affairs or Administration, Historic Preservation Location: ______

Job Description: The intern will follow the Design model of the Main Street Four Point Approach, working on the enhancement of the physical aspects of the downtown district through the rehabilitation of historic buildings, streetscaping projects, and support of planning personnel.

Projects may be determined by the intern, or supervising organization, but may include studies of:

• Research on historic downtown properties, including tax credits for rehabilitation, development of stories to tell the history of downtown, etc. • Sketching potential building or façade rehabilitation • Developing renderings for future public facilities and downtown structures • Illustrating design guidelines • Working with city planners or local designers to develop way-finding strategy Skills and Abilities: The intern should have a basic understanding of Microsoft Office programs including Word, Excel, and Power Point; He or she should have the ability to work independently on projects, and communicate both in-person and in writing to staff, business owners, and residents.

Benefits: The Urban Design/Architecture/Planning intern will have the opportunity to personally contribute to the beautification and revitalization of downtown. Interns will work on tangible projects that can be used in portfolios of work and serve as great deliverables for future employment opportunities. Sample Internship Description: Events and Promotions Intern Organization: ______Job Type: Internship Degree/Major Preferred: Marketing, Mass Communications, Public Relations, Business, English, Tourism and Hospitality, Historic Preservation Location: ______

Job Description: The intern will follow the Promotion model of the Main Street Four Point Approach, working on the cultivation of a positive image of downtown through marketing its characteristics toward residents, investors, and visitors. The intern will work with staff and promotions committee in coordinating, promoting, and executing downtown special events and marketing for the downtown district.

Projects may be determined by the intern, or supervising organization, but may include:

• Recruiting and coordinating event volunteers • Plan, coordinate and make logistical arrangements for events • Attend event planning meetings • Investigate and solicit event sponsorships • Promote downtown area and special events through social media, traditional media, and grassroots efforts • Devise and implement marketing or social media plan • Design/develop marketing materials • Develop and market a “Shop Local” campaign or event to encourage residents to visit downtown or local businesses Skills and Abilities: The intern should have a basic understanding of Microsoft Office programs including Word, Excel, and Power Point; He or she should have the ability to work independently on projects, and communicate both in-person and in writing to staff, business owners, and residents.

Benefits: The Events and Promotions intern will have the opportunity to personally contribute to the marketing and promotions of the downtown district, and events held downtown. Interns will work on tangible projects that can be used in portfolios of work and serve as great deliverables for future employment opportunities. Sample Internship Agreement This Internship agreement (the “Agreement”) will confirm the terms and conditions of your Internship with ______(Organization Name) located at ______(address)

Please review this Agreement carefully, sign it and return it to the your supervisor by ______, 2012. This is a legal binding document.

1) I accept the internship, which has been awarded to me by ______(Organization Name) and understand the following:

(a) The internship period will begin on ______, 2012 and go through ______, 2012;

(b) Upon successful completion of my internship, ______(Organization Name) will pay me a stipend of $_____ (If applicable). Successful completion of my internship is defined as:

• Successful completion of X hours/week during entire stated intern period • Successful completion of ______(list duties here) • Successful completion of ______(list any additional duties here) • Participation in monthly progress reviews • Successful completion of final review and exit interview;

(c) DCI accepts no responsibility for costs arising from accidents and/or illness incurred during my internship.

(2) I undertake the following obligations with respect to the internship program:

(a) To observe all applicable policies of the Organization as laid down in the Policy & Procedure Manual and Organization By-Laws;

(b) To always represent ______(Organization Name) in a professional manner and to refrain from any conduct that would adversely reflect on the organization;

(c) To keep confidential any and all unpublished information made known to me by the accepting office or department during the course of my internship that I know has not been made public;

(e) To provide immediate written notice of planned absences or in case of circumstances that might prevent me from completing the internship.

(f) To complete the internship exit interview at the end of my internship.

Intern Signature:______

Date:______Sample Internship Learning Objectives

What specifically would you like to gain from this internship? We want to help you to maximize your internship with ______(Organization Name) to ensure it is a rewarding learning experience. It is important that you communicate with us what you hope to gain from this internship so that we can strive to incorporate these goals if it is at all possible. Please think about the goals you would like to attain through this internship and be prepared to discuss them one week from start date. Consider the following general objectives: skill development, broader knowledge, career awareness, and personal development.

Please list below what you hope to achieve and/or take away from this internship. Please be as specific as possible so that we can do our best to help you meet your stated objectives.

1.)

2.)

3.)

Resources for VISTA and Interns to Access

• The DCI Online Resource Library (available to DCI members only) • Standards for the treatment of historic properties: http://www.nps.gov/hps/tps/standguide/ • Main Street Solution Center (Must be a member of the National Trust for Historic Preservation to access): http://www.preservationnation.org/main-street/resources/ • A step-by-step guide to a market analysis: http://fyi.uwex.edu/downtown-market-analysis/ Succession Planning Matrix Steps: 1. Planning and consistency for organizational leadership is important to success. Once a board and committees are formed, it is a good idea to start planning for the future. 2. Complete the below chart but don’t forget to include important volunteers, key business leaders, or representatives from the Town who serve on your board. 3. Remember to revisit each year as a part of your annual retreat.

Leadership Position Name Time remaining Who will replace them? Is the successor Necessary next steps to ensure in term confirmed? a smooth transition President/Chair

Vice President/Chair

Secretary

Treasurer

Design Committee Chair

Organization Committee Chair

E.R. Committee Chair

Promo. Committee Chair

Significant Business 1.

Significant Business 2.

Other:

Other: COMMUNICATIONS STRATEGIES Everyone Website Social Media Marketing/ Advertising Special Events *(Bare . Create one website for . Linked to website as a way to . Create well established identity and . Concentrate on year-round activation communities/downtown to market. drive traffic to website, package for branding with emphasis on shoulder seasons Consider something clever. communicate up-to-date . Engage the communities in the role . Websites are among today’s most information out of a joint marketing campaign important tools for communicating . Get youth involved in using these mediums to market the communities? Community . Community events calendar . Facebook . Shop Local campaign . Create special events task force Members . Community news and projects . Standard window posters, in consisting of Merchants Assoc., . Community resources restaurant table tents or placemats, Chamber, community members, and . Community business listings etc. businesses. . Newsletter opt-in . Bill stuffers to promote community . Conduct an analysis of events, events and business develop strategic initiatives . Community member discount cards Event planning matrix – meet goals for audience, year-round activation

Day-cation . What do they need to plan a trip for a . “Twisitor Center” – visitors can . Target marketing to key visitor areas . Event series released in advance with Visitors day? send in questions about the (via ads/ billboards), tour bus groups, cooperative ideas . Package experiences/ build an community via Twitter and get etc. . Unique experiences at camps for day itinerary responses . Printed map(s) visitors

AUDIENCES . Maps (of businesses, historical trails & . Strengthen Visitor’s Center? . Bring people to town for the day or walks, recreational amenities, etc.) evening Destination . Vacation planner . Flickr (gorgeous pictures of the . Targeted viral marketing for key Visitors . Lodging resources in the region town or view) interest groups . Links to other visitor sites . Visitor Info Packet Business . Data about communities to encourage . Training to diversity with online . Market free business training & . Signature event as business Owners/ new business development businesses support (i.e. merchandising, basic development strategy Investors/ . Package “doing business” information . Social media training for customer service and hospitality Entrepreneurs businesses, link them to main training) website . Focus on consistent weekend hours . Business Plan Contest . Package “doing business” information for print Orgs (Govt, . Common place to post info about . All use same tools (one go to . Create and market similar business . Monthly informal meetings to share Chamber, projects, community news place for community to find latest incentive policies between the two info w/& get input from businesses Non-Profits, news) communities Business planning/entrepreneurs etc.) training by SBDC 5 Steps to Successfully Plan for Your Community Meetings

Perhaps the most important component necessary for a community meeting to be successful is civic engagement. There is no one best way to get your community involved, or even one best way to communicate to the entire population, as this will vary by community. However, below are some best practices to keep in mind for communicating with your local organizations, business owners, property owners, and residents. 1. Be clear about your message. Be sure you understand the purpose of your meeting as community members are bound to have questions. You also want to communicate what kind of participation is needed and why it is to their benefit to have their voices heard by participating in the focus groups or dicsussions. Emphasize that problems cannot be solved if they are not first identified, and strengths cannot be maximized if you do not know what they are. It is important for the facilitator or follow up team to hear all community voices to determine the best action steps for revitalizing your downtown. 2. Identify your stakeholder organizations. Make a list of all organizations and people who have an investment in your community so that you are certain not to overlook anyone. Remember the chamber of commerce, visitor and convention bureau, local businesses, large employers, non-profits, hospital, school district, real estate offices, banks, fire district, library district, town staff, county staff, all elected officials, arts groups, community colleges, and volunteer associations (e.g., 4H, Masons, and Lions Club). 3. Create your message. There are a variety of ways for communities to reach their populations. Some communities put an announcement in the local newspaper and others include an announcement with local utility bills. Below is a listing of basic mediums you should prepare for use. Be sure to include an email address or phone number for attendees to RSVP or ask questions. • Personal invite/letter • Press release • Flyer • Website page or posting • 30-60 second verbal presentation that volunteers can make in person 4. Spread the word. Your community is composed of many organizations and individuals. The most successful community meetings include participation from a variety of community representatives. Not all of the public can be reached via the same medium. Consider the following options when reaching out to encourage greater community participation.

Local government (e.g., city and county officials): Business owners: • Email or mail a letter detailing the process and • Email or mail a letter detailing the process and inviting participation inviting participation • Follow-up phone calls to reiterate invite • Follow-up phone calls to reiterate invite • Send a press release • Send a press release • Create a flyer to be posted • Create a flyer to be posted • Visit in person • Ask to leave flyers for customers

Other local government and organizations (e.g., police Local newspapers: departments, school district, library district, chamber of commerce, convention & visitors’ bureau, volunteer • Send a press release associations, business associations, seniors groups • Contact a reporter to promote the downtown and hospitals): assessment visit prior to the day and to cover • Email or mail a letter detailing the process and the story the day of the event inviting participation • Contact the calendar editor to have it • Follow-up phone calls to reiterate invite published in the calendar online and in print • Send a press release • Place an announcement in the paper • Create a flyer to be posted both for employees and for visitors • Send a flyer home to parents through the schools Local radio: Local television: • Send a press release • Send a press release • Contact station producer to ask if they will • Contact a reporter to promote the meeting interview a community spokesperson about the prior to the day and to cover the story the day upcoming event of the event o Be sure to provide the station o Be sure to provide the station producer with a list of questions to ask producer with a list of questions to ask interviewee interviewee o Be sure to provide the interviewee o Be sure to provide the interviewee with the same list of questions AND with the same list of questions AND the answers the answers • Ask the radio station to post information on its • Ask the TV station to post information on its website website Online: Flyers: • Post the information on your city’s website • Post flyers at local libraries, post offices, • Ask county officials to post the information on museums, municipal buildings, and local their website businesses (e.g., coffee shops) • Ask local organizations to post the information on their website • Post the information on social media sites your community uses, e.g., Facebook, Twitter

5. Plan your agenda carefully. Give careful consideration to when it will be most convenient for community stakeholders to attend meetings. You want to encourage maximum participation in the process. For example, if you have a large commuter population, be sure to hold a focus group in the evening; if you have a large business- owner population, hold a focus group after business hours. Sample Press Release FOR IMMEDIATE RELEASE CONTACT: NAME, TITLE CITY PHONE, EMAIL

CITY NAME to Participate in Community Revitalization Partnership Technical Assistance Visit with Department of Local Affairs and Downtown Colorado, Inc. Community Members Encouraged to Participate in Focus Groups on DATE

CITY NAME – Month XX, 2009 – The City/Town of Name is pleased to announce the upcoming Community Revitalization Partnership (CRP) visit in conjunction with the Department of Local Affairs (DOLA) and Downtown Colorado, Inc. (DCI) on Month X-X, 2009. Local organization representatives, business owners, property owners, and residents are encouraged to participate in focus groups on Month X, 2009.

The CRP program is designed to provide downtown revitalization and economic development technical assistance to Colorado communities with a population of 20,000 or less and is coordinated by DOLA and DCI, a nonprofit membership organization committed to building better communities by providing assistance to Colorado downtowns, commercial districts and town centers, as well as the coordinator of the Colorado Main Street program.

Since 2005 DOLA and DCI have teamed up to offer technical assistance visits to communities involved in downtown revitalization. Focusing on current conditions in the downtown, a team of three to five professionals spends two days evaluating the community and facilitating focus groups to provide valuable information about the strengths and opportunities of the downtown, as well as creating the foundation from which a work plan can be developed.

Through the CRP program, a technical assistance visit, valued at more than $19,000, is provided to accepted applicant communities for only $3,000 plus travel expenses, after DOLA’s reimbursement. A majority of the team volunteers their services and the remainder provides services at a highly discounted cost.

The CRP team’s schedule includes a detailed tour of the community and a full day of focus groups with local government representatives, local organization representatives, business owners, property owners, and residents. The two-day visit will conclude with a presentation to the public providing an assessment of the community as well as action steps. A detailed hard-copy action matrix is provided to city officials following the CRP visit.

All local organization representatives, business owners, property owners, and residents interested in participating are asked to contact Name at Phone or email by date to learn more details about the focus group times.

For further details on how the DOLA/DCI CRP program works, please visit the website at www.downtowncoloradoinc.org. # # # Communications Planning Form Today’s Date:______Organization/Contact:______Email: ______Phone #______

Event Title/Topic to promote & Description: ______Date (s) Needed: ______

Goals & Objectives

What are the goals of the community engagement event? (Specific goal of communication activity:) ___Raise awareness about an issue/program ___Encourage Attendance at an Event

___Recruit Volunteers ___Publicize News

___ Recognize Someone/Announce an Award ___Correct Misinformation/Misperceptions

___Other (attach additional information)

Target Audience:

 General public  County Government  Youth  Local Government  Special Interest: students  Community partners/agencies  Veterans  Neighboring Communities  Retirees  Educational institutions  Local Non-Profits, Churches, Associations  Developers  Business Owners  Media  Property Owners  Boards & Commissions  Downtown Employees  Other Geographic:

 Downtown  Mountain Communities  All of Town  Front Range  Neighboring Communities  All Colorado  All County  Neighboring State

Message to communicate: • Talking point 1______• Talking point 2______• Talking point 3______

______Desired result ______# of attendees to the event ______Story in the media ______Internal communication ______Fundraising

Outreach to Consider: Face to Face Community Engagement  Public meeting (town hall, public hearing)  Presence at Community Event ( Boulder Creek Hometown Fair)  Presentations to local service organizations or non profits(HAS, Rotary, Kiwanis, Sierra Club, etc)  Resolution/Proclamation (November is adoption awareness month)  Live streaming video of meeting  Other Media Options to be used Traditional Media (to be coordinated with our PIO Barb Halpin and Dan Rowland  Press release (longer communication which would lead to a story in the newspaper, TV or radio news)  Public Service Announcement (short announcement to be read or promoted, usually event driven, which is for public interest or safety)  Editorial board with newspaper  Newspaper feature article  Live or taped radio announcement (KGNU)

Social Media (coordinated by Dan Rowland)  Website (internal/ external)  Blogs  Facebook/Twitter/Youtube  LinkedIn

Handouts and other collateral to be used • Inserts/FAQ/ to be posted on your website or have inserted in the newspaper • Flyers • Direct mail piece (goes to a specific person) • Annual Report • Calendar • Article in Boulder County News

Internal communications  Organizagional  Town-wide  Department Internal Site (SharePoint)  All County  Employee Meetings, Picnics  Employee Recognition Events Distribution:  Downtown Director  Board of Directors  Town Government  All town  Sponsors EXAMPLE: Weekly Goals to Jumpstart Social Media Marketing in Your Week 1–- Downtown

- Make Facebook page for “Downtown _____”, upload your logo or profile picture, invite community stakeholders to like and share the page - Add link to town/downtown website to “Like Downtown____ on Facebook” - Spend 15-30 minutes each day on your Facebook page: o Do you have a lot of community photos from past events, promotions, etc? Upload 2-3 archived photos each day. Doing this daily will make your page appear on news feeds frequently. o Reply to any comments or inquiries. o “Like” the organizations and businesses in the downtown business district, create a schedule for promotion:

Week 1 Downtown Business Name Day of Promo ____ Restaurant Monday ____ Store Wednesday ____ Salon Friday Week 2 ____ Restaurant or Store Monday ____ Service Wednesday ____ Service Organization Friday Week 2–- - Continue to post old photos each week, post 2-3 at a time throughout week - Ask business owners to post about their business, photos, and events - Create your Twitter Account and Hootsuite account (www.hootsuite.com) to schedule posts in advance) - Follow downtown businesses, local, regional and state-wide news outlets, tourism groups, neighboring towns, etc. o Schedule posts throughout the week for upcoming events, linking to business websites. o Every Friday list any events or specials for weekend travelers Week 3—

- Continue Facebook and Twitter posts - Search for area businesses on Google Places, Yelp, or any other consumer review website - Post links to these reviews on Facebook, ask fans to review their favorite local restaurant ORGANIZATIONS TO REVIEW (Information, Technical assistance, Funding)

• American Institute of Architects (AIA), publications, architects, etc. • American Society of Landscape Architects (ASLA), Landscape Architecture magazine) • Colorado Brownfield Foundation – Environmental assessments and grants • Colorado Preservation Inc. (advocacy, state preservation awards, etc.) • Downtown Colorado, Inc., technical assistance, Colorado Main Street program • Downtown Institute from Downtown Colorado, Inc. (quarterly training focused on the Main Street Four Point Approach) Colorado Great Outdoors Colorado (GOCO) Trust Fund (parks, trails, recreation, open space grants) • Historical Society (historic surveys, preservation, tax credits, etc.) • Department of Local Affairs (technical assistance, Energy Impacts Assistance grants, Community Development Block grants, etc.) • Downtown Idea Exchange/Downtown Promotion Reporter publications • US Department of Housing & Urban Development (Housing development, HUD, Economic Development Initiative grants, etc.) • Historic Georgetown, Historic Boulder, Historic Denver, Inc. (organizational development for advocacy, building restoration projects) • International Downtown Association (IDA) • League of Historic American Theaters (successful preservation, adaptive re-use projects, national conferences & workshops) • Market Analysis Foundation (many good private consultants) • National Main Street Center (National Town Meeting; publications on Organization, Design, Promotions, & Economic Restructuring) • National Trust for Historic Preservation (small grants, Preservation magazine) • RUPRI Center for Rural Entrepreneurship www.rupri.org Support practice-driven research and evaluation and facilitate shared learning among practitioners, researchers and policy makers. • State Historical Fund (grants for surveys and historic preservation) • TEA-21 Enhancements (grants for trails, transportation corridors, adaptive re-use of bridges, rail corridors, etc.) • Traditional Building magazine • Urban Land Institute (ULI)

Often the best resource is another downtown. Downtown Colorado, Inc. is happy to facilitate a visit, call, or presentation with another community Visit: Littleton (gateways, maintenance of civic functions downtown, facade loans, signage, maintenance & cleanliness, etc.); Loveland (historic theater, public art, compact similar-size downtown); Lamar (authentic prairie downtown, new businesses serving emerging Hispanic markets, newly formed URA, etc.); Gunnison (arts center, retail mix, Main Street as highway, etc.), Montrose (special events, bookstores, restaurants, utilizing former railroad property, consolidation of organizations, and newly formed DDA, etc.); Grand Junction (wayfinding signage, parking solutions, theater(s), public art, DDA, etc.); Longmont (wayfinding signage, streetscaping, etc.); Greeley (building restorations, civic uses, design guidelines); Durango (heritage tourism, design guidelines, riverfront uses); Arvada (design guidelines, special events, streetscape, etc.), Lake City (volunteer recruitment and management, grant writing, cross organization collaboration, heritage tourism and marking historic district as an asset), Steamboat Springs (downtown organization representing businesses to city, resort oriented chamber, and “The Mountain”, innovative events, etc.)

6/13/2013

Downtown Colorado, Inc.

Downtown Colorado, Inc. BUILDING BETTER COMMUNITIES BY PROVIDING ASSISTANCE TO DOWNTOWNS, COMMERCIAL DISTRICTS & TOWN CENTERS IN COLORADO THROUGH EDUCATION, ADVOCACY, INFORMATION & COLLABORATION

Membership Education Tech Assistance

Advocacy & Information Downtown Current Events 20 Events: Legislation Annual Conference Assessments, Facilitated & Panel Referrals Issue Forums Discussions, Research Downtown Institute Job Announcements Community Activation, and more Buena Vista Downtown Assessment May 6-7, 2013 Buena Vista Buena Vista

Why Downtown? Team Members Christy Culp, Department of Local Affairs Katherine Correll, Downtown Colorado, Inc. Bill Gray, Department of Local Affairs Michael Hussey, Nolte Vertical Five Carrie McCool, McCool Development Solutions Stephanie Troller, Department of Local Affairs Zach Tyler, Downtown Colorado, Inc. Isabel Waldman, Downtown Colorado, Inc. David Wise, Department of Local Affairs

Buena Vista Buena Vista

Thank you participants! Thank you participants! • Airport Advisory Board • Buena Vista Public Library • Chaffee People’s Clinic • Ark Valley Humane Society • Buena Vista Residents • Colorado Mountain College • Bark Valley Dog Club • Buena Vista School District • Friends of Pike • Beautification Advisory Board • Central Colorado Performing Arts • LiveWell Chaffee County • Buena Vista Business & Property • Chaffee County Boys and Girls • Recreation Advisory Board Owners Club • Town of Buena Vista • Buena Vista Chamber of • Chaffee County Council on the • Town of Buena Vista, Trustees Commerce Arts • Trails Advisory Board • Buena Vista Correctional Facility • Chaffee County Economic • Tree Advisory Board • Buena Vista Heritage Museum Development Corp. • Buena Vista High School Students• Chaffee County Times • Chaffee County Visitors Bureau

Buena Vista Buena Vista

1 6/13/2013

Focus Group Observations ..and thank you to our hosts and • There is an abundance of community • There is a disconnect between the pride and spirit. sides of main. West Main, East sponsors! • Buena Vista is beautiful and has great Main, and South Main all have Buena Vista Heritage natural assets. their own identities to be Buena Vista Roastery • Buena Vista’s great location for celebrated but also need to be City Market outdoor activities, open space, and connected. accessibility to the Front Range is a • There is a large population of non Mt Princeton Hot Springs Resort main draw. profits, charities, and people who South Main Properties • The Arkansas River is a key asset. give back to the community. State Highway Theater • Social media is not utilized to its full • There is a need for more youth potential for local and visitors. activities and engagement. The Asian Palette • Buena Vista is a town where you can • During the shoulder season in The Eddyline Brewery still control how your community downtown there is a feeling of grows. vacancy and emptiness.

Buena Vista Buena Vista

Focus Group Observations cont.. • Everyone would like to see a stronger • There are great trails, but Fortune Cookie Lesson year round economy and a full connectivity could be improved vibrant downtown. throughout town. • There is an abundance of boards, • Creating more events and Let your intentions community groups, and many festivals in the shoulder season meetings. are a priority. Many want Buena Vista to be inform your actions • Town council and staff have taken • great strides to change information destination. flow and prioritization of projects. • There is a need for more winter and not the reverse. recreation opportunities and • Buena Vista should be a destination marketing to attract visitors. for heritage tourism and the arts- • There is a desire for a central organizations need to work together gathering space or town square. to create a brand.

Buena Vista Buena Vista

Getting Direction This is our opportunity area! Streamlined Processes Streamlined

Buena Vista Buena Vista

2 6/13/2013

Observation: The community feels divided. Vision Market Recommendation: Consider the activities in the various areas of town.

Insert node map here

ECONOMIC/ PHYSICAL BUSINESS MARKETING/ IMPROVEMENTS DEVELOPMENT COMMUNICATIONS

HOW DO WE FUND IT?

Buena Vista Buena Vista

Resource Management Observation: The community has done Collaboration numerous high quality planning activities, Volunteer Recruiting & reports, and identified great projects. Management Recommendations: Fundraising •Identify and declare community priorities. •Consider criteria for engagement. •Evaluate and re-assess priorities annually. •Update comprehensive plan.

Buena Vista Organization Buena Vista

Observation: The community responds well to Observation: There are many dedicated groups institutionalized processes. working to make the community a great place. Recommendations: Recommendations: • Include list of priorities from community wide •Consider greater partnerships with high school, comprehensive plan to create criteria checklist Department of Corrections, Rotary, Optimists, to identify how to spend additional funds. etc. • Consider short and long term options for financing and coordination.

Buena Vista Buena Vista

3 6/13/2013

Public Private Partnering for Redevelopment: Observation: There are great processes in place The Public Role to shape input, planning and development in Buena Vista. • What Role Does the City want to Play? – Developer? Enabler? Partner? Recommendations: • What Incentives can they Offer? •Continue to involve staff in project development – Tap Fee Waivers, Streamlined Plan Review process and liaising between the Advisory Boards and – Acquisition of Market Information the elected officials. Include the elected officials in the – Full Partner using TIF, Bonds, etc. process. • How can they Manage their Liability? •Consider a standardized planning and budget – Special Districts (DDA, URA, BID) document for each committee.

Buena Vista Buena Vista

Observation: The community really wants to Observation: The community really wants to participate participate but become disengaged with too but become disengaged with too many meetings and then react rather than participate. many meetings and then react rather than participate. Recommendations: •Continue six month budget review. Consider pots of Recommendations: money for advisory boards based on an annula work •Consider a plan to create a coordinator or an Advisory plan to stated priorities of the Town Board. Board to link the pieces of your puzzle all together and •Create short list of topics being discussed in advisory synchronize the work each organization is doing. committees or for consideration by the town on web •Identify key meeting processes and short-term site, chamber site, around town, water bill, newspaper, outcomes to implement to maintain engagement. social media, etc.

Buena Vista Buena Vista

Observation: The town is doing a lot to ease the burden for groups wanting to plan things in town. Recommendations: Toot your own horn! • Track fees that are waived and tell people about it! • Thank all the folks who made success happen with a Town Party! • Newspaper is a great resource to celebrate success, consider how to link to other outlets to announce successful initiatives. Strengthen social media and website communication. • Use students to follow and report on activities of each advisory board to educate students and create an online presence.

Buena VistaMarketing & Promotions Buena Vista

4 6/13/2013

Increase access to assets through communication - kiosks, Observation: There are many assets and Internet links, and transportation. destinations in the region that are a great draw! Recommendations: •Work with regional entities to establish a regional marketing group that meets annually or more often to identify ways to collaborate and most efficiently use individual marketing funds. • Create one brochure that indicates the assets in the county on a map with community close ups.

Buena Vista Buena Vista

Observation: There is a lot going on from May to Strategic Events Objectives Event Kid Young Families Partners Retail Teen Downtown Fundraise Music Food October in the day time! Support Community Dance Recommendations: X X X AADA Chocolate Lover's • Consider quality over quantity. Fantasy X X X

Paddle Fest • Strategically plan to activate space over year X X X X XXX 4th of July Celebration and hours in the day. X X X XX • Focus on locals, night time, winter, and young Collegiate Peaks Rodeo people. Gold Rush Days Fiber Arts Annual Fashion • Consider retail, image building, and special Show and Luncheon X X events. Holiday Art Walk X X

Buena Vista Buena Vista

Strategic Events Calendar

Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec

Community Dance X

AADA Chocolate X Lover's Fantasy

Paddle Fest X Activate with interactive 4th of July X Celebration Collegiate Peaks displays & uses Rodeo X Gold Rush Days X

Fiber Arts Annual Fashion Show and X Luncheon

Holiday Art Walk X

Buena Vista Buena Vista

5 6/13/2013

Observation: Consider how to communicate and reach diverse audiences. Observation: Your image on the Internet is important and worth spending resources to enhance. Recommendation: Recommendations: •Create job description, decision-making, online access, to communicate needs to support •Create a one stop shop for tourists looking for community objectives and engage potential groups great trips, businesses or residents looking to in implementation. relocate, locals looking to volunteer, etc. • Regular meeting, evaluation, appreciation annually • Streamline communications by using the county to identify community wide events and a wide Chamber and Arts Community calendars. role/activity for each group. • Self audit on Google and Internet to see what you • Create a campaign of local store owners. look like to people searching on the Internet. • Create a habit of being open; they'll create a habit • Work with all county lodging establishments and of going downtown. campgrounds to promote BV businesses.

Buena Vista Buena Vista

Observation: There are a lot of materials but no really conclusive comprehensive source of information for the Recruit, retain and community. expand opportunities Recommendations: for investment. •Chamber should consider moving to an inclusive model with investor options. The Chamber can negotiate group advertising rates for all members. • Create formalized cross marketing in addition to a referral program; using the business initiative to do promotions on receipts. • Create one list of all businesses and products available in town with a map.

Buena Vista Buena VistaEconomic Restructuring

Quick demographic facts about Buena Vista Observation: There are several empty storefronts but
The population in Chaffee Buena Vista would like a vibrant downtown. County is projected to almost double by 2040 from 17,797 to 30,282
Aging population and migration
Median Household Income = $39,891.
In 2010 87% occupied housing, 13% vacant

Buena Vista Buena Vista

6 6/13/2013

Recommendation: Create a business attraction Recommendations: Create a business attraction plan(s). plan(s). • Longer term: • Short term attraction plan- – Create a strategic business attraction plan Explore what could work for • Collect data: demographics, buildings little or no investment. • Zoning and codes – Food trucks at Coggins, add • Target the types of businesses you want tables – Create relocation package with info – Pop-ups along the Mains- – Explore possible incentives use the Creatives? COMMUNICATE CONSISTENTLY!! – Demo tents at River Park – Decorate storefronts

Buena Vista Buena Vista

Observation: Your business and economy is seasonal Recommendations: and there is a desire to expand the shoulder season. • Short term: • Longer term:  Hold business trainings in the  Cater to new clusters to slower months extend your season • Mentor new businesses • Winter sports • Familiarity tours • Mt. Princeton • Business to Business • Connect to the Airport networking and support • Colorado Mountain College • Use existing resources: SBDC, CCEDC, Chamber

Buena Vista Buena Vista

Observation: There isn’t enough workforce or affordable housing options. Recommendations: • Gather providers to share data to demonstrate the need. • Markets change - Conduct a housing needs assessment • Look for developers - Private and public • Having more housing options can help attract more families.

Buena Vista Buena Vista

7 6/13/2013

Observation: There is an opportunity to provide connectivity Enhancing the unique along downtown’s Main Streets. functional and visual quality of downtown by addressing Recommendation: Create interconnected nodes through Downtown BV. all design elements that

create an appealing Insert node map here environment

Buena Vista Design Buena Vista

Recommendation: Ac tivate your catalyst sites. Use the Coggins Recommendation: Take your time to figure out what will work Site to pull people off of Highway 24. best. Use Color

Buena Vista Buena Vista

Recommendation: Activate Your Catalyst Sites – Potential Recommendation: Create an iconic terminus that will draw people Permanent Solutions. through downtown.

Permanent Kiosk Buena Vista Public/Private Partnership Buena Vista Opportunities

8 6/13/2013

Recommendation: Create an iconic terminus that will draws Recommendation: Don’t forget your assets on the West Side. people through downtown.

Celebrate your history

• Amazing Public Library • Churches too Turner Farm – Agri-Tourism Opportunity

Buena Vista Buena Vista

Observation: There are vacant spaces that Recommendation: Drop some breadcrumbs….Create active public present opportunities between buildings spaces in those vacant spaces. along East Main.

Buena Vista Buena Vista

Pocket Park Potential Recommendation: Drop some breadcrumbs….Create active public spaces in those vacant spaces. Reading Room for Kids

Ping Pong

Buena Vista Buena Vista

9 6/13/2013

Observation: There is a need to orient Recommendation: Create a coordinated wayfinding system. visitors to all the unique amenities in town.

Buena Vista Buena Vista

• Look for opportunities to Recommendation: Consider decision points for pedestrians, use and repeat existing sign vehicles and bicycles. types to create continuity for different users throughout the community. • Prioritize major decision points and places where decision points overlap between different users. • Remember that wayfinding to your community can be just as important as wayfinding within. • Relocate mis-placed four square sign!

Buena Vista Buena Vista

Observation: Walkability needs to be Recommendation: Match decision point modes with target sign improved between W. Main, E. Main and users to make best use of sign location. S. Main. Recommendations: • Fill in missing sections of sidewalk between E. Main and S. Main. • Provide benches/pedestrian rest areas along new sidewalk between E. Main and S. Main. • Enhance the Highway 24 pedestrian crossing between W. Main and E. Main. • Create a coordinated wayfinding signage and information kiosk program for pedestrians.

Buena Vista Buena Vista

10 6/13/2013

Observation: Highway 24 and the UP Railroad create a significant Observation: Visual connectivity pedestrian/bike barrier between the east and west sides of town. needs to be improved between W. Recommendations: Main, E. Main and S. Main. •Meet with representatives from UP Railroad to get approval for the Recommendation: construction of a pedestrian/bike at- Expand and develop a coordinated grade crossing from the end of streetscape palate for all the “Mains.” Marquette. This palate should include common •Meet with representatives of CDOT paving materials, streetlights, trash to get approval for a pedestrian receptacles, bike racks , benches, crossing at Oak Street. planters, street tree plantings, and ash urns, etc.

Buena Vista Buena Vista

Observation: Some of the existing Observation: The southern corners of streetscape furniture is aging poorly, the of West Main/East Main and or inconsistent with the standard Highway 24 should be redeveloped to enhance the attraction of this entry furniture creating a jumbled point. appearance for the Main Streets. Recommendations: Recommendations: • Continue with the plans to redevelop • Replace wooden planters and the old gas station and remove the benches with more substantial iron building between it and Hi-Rocky. • Each corner of this intersection equipment. should be considered for the “highest • Replace non-matching furniture and best use” for these properties. with standard equipment.

Buena Vista Buena Vista

Observation: The two two-way Observation: The off-street streets, Cottonwood and Cedar, parking lots in the create a traffic hazard as they meet downtown are unattractive. at Highway 24. Recommendations: • Repave or pave the lots Recommendations: as needed. Add some • Create a short, one-way couplet. landscape planting and • Coordinate study with CDOT low, rod iron decorative fencing to help screen or soften them. • Maintain landscaping.

Buena Vista Buena Vista

11 6/13/2013

Observation: There is a wide spectrum of financing mechanisms to look at when considering the operational and maintenance aspects of downtown revitalization.

Recommendation: Work with DOLA and DCI to identify the needs of the district and the best tool to achieve the results.

Buena VistaFunding Mechanisms Buena Vista

Observation: The town receives funding from a variety of sources, including sales tax, vendor fees and business licenses. These sources bring in dollars that can be used to better the downtown core.

Recommendation: The uses of sales taxes, vendor fees and business licenses should be reviewed for maximum community benefit.

Buena Vista Buena Vista

Local Funding Toolbox Observation: Options to help fund projects exist that are not currently being used. • DOLA - Energy Impact, Main Street • Colorado Creative Districts • Colorado Tourism Office Recommendation: • CDOT Enhancement Grant Program Look at ways to increase the funding available • Downtown Colorado, Inc. for community projects, including: • Private Foundations – capital and operating – Community Foundation • GOCO – Spray ground/park funding – Community Development Corporation • USDA – Accommodations Tax

Buena Vista Buena Vista

12 6/13/2013

Community Development Corporation What else is in your tool box?

• Non-profit community development funding tool that: – Tackles tough development or redevelopment projects that are too difficult for the public or private sector to undertake alone. – Provide business/economic incentives – Land assembly, land banking, etc. • Funding comes from: – Business/corporate donations (tax write-off) – Banks (most are required to give portion of revenues back) – Donors who are interested in the needs of the community – The City, County and other governmental entities through actual cash infusions or incentives – Local, national and federal grants

Buena Vista Buena Vista

Organizational Models for Downtown Stakeholder Analysis Urban Renewal Community Development Corp. Colorado Main Street Stake holder Interest Support Import Contribution Approach Authority(URA) (CDC) (Y/N) (1-5) Background/ Established to eliminate Non-profit community organization with Volunteer driven model with paid staff Summary blighted areas for development public/private orientation. usually housed in a non-profit. Can be or redevelopment by Usually 501(C)(3) housed in another organization or be a purchasing, rehabilitating and 501(C)(3), 501(C) (6), or 501 (c) (4) Local Gov’t Econ Dev, Y 5 Communications, (Internal: Direct or selling land for development. Planning, Funding, thru Dept Heads ) Focus Real Estate Development, Oriented to advance real estate and Uses Four Point Approach: Organization, (Core Team ) Rehab Financing, Infrastructure. business development. Provides Promotion, Economic Restructuring, and Zoning, Formal: planning and project development Design. services. Coordination Presentation to City Council Pros/Cons Can generate sales and/or tax Facilitator and problem solver for Serves as a champion and umbrella for increment to finance future otherwise challenging projects everything that impacts the commercial Church or Non- Ability to Y 3 Info Distribution& Informal: Flyers and development. Increment needs There is no financing built in. Requires district; enhances and data collection and approval from county entities; staff and volunteer focus on reporting for all stakeholder groups; Relies Profit pursue Volunteers email Invitations can be controversial. contributions, grants, fees and earned heavily on volunteers. There is no financing grants income built in. Community Image N 4 Meeting Space and Formal: Proposal

College Building Volunteers and Presentation

School Leadership N 3 Info Distribution, Formal: Letter, Administration Program Meeting Space & Invitation, Meeting Volunteers

Buena Vista Buena Vista

Action Matrix Time Task Measure of Initiator Partners success Thank you 1-3 M Declare the Adopt a mission Town Board Businesses, commercial core a statement for Residents, For more information contact priority. improving the School, commercial Downtown Colorado, Inc. (DCI), 303.282.0625 district. www.downtowncoloradoinc.org 3-6 M Form Downtown Monthly reports Business Visioning committee to begin to Visioning association or Committee implementing Committee on champion priorities set by progress, Work visioning committee plans for implementation

Buena Vista Buena Vista

13

Buena Vista Wayfinding Map P E B.1 Public Parking Lot

E Entry/Gateway Signage

Sign Type and Location

B.2 P P A.3 B.2 P P C.1 P A.2 A.3 B.2 P C.1 A.2 A.2 B.2

P

A.1

Wayfinding Sign Family

A.1

E B.1

Primary Directional Secondary Directional Informational Kiosk Parking Directional Site Identification A.1 A.2 A.3 A.4 B-2 Primary Bicycle Routes & Decision Points Primary Vehicle Routes & Decision Points Primary Pedestrian Routes & Decision Points

Sign Type Hierarchy Primary User Automobile Pedestrian Cyclist DirecƟonal A.1 Primary DirecƟonal X X A.2 Secondary DirecƟonal X X A.3 OrientaƟon Kiosk/Map X X A.4 Parking DirecƟonal X

IdenƟĮcaƟon B.1 Primary Gateway X x B.2 Site IdenƟĮcaƟon X X B.3 District IdenƟĮcaƟon X X X

RegulaƟon C.1 Parking RegulaƟon X x C.2 DirecƟonal RegulaƟon X x x

Identifying travel paths and key decision points for the different travel modes of visitors to Buena Vista can help guide decision-making about investments in way- finding. DNotice trends - For example, Buena Vista has more decisions points for pedestrians and cyclists than drivers. DMatch decision point modes with target sign users to make best use of sign location. DLook for opportunities to use and repeat existing sign types to create continuity for different users throughout the community. DPrioritize major decision points, and places where decision points overlap between different users DRemember that wayfinding to your community can be just as important as wayfinding within. Coordinate wayfinding planning with other improvements to help direct all visitors to the many Primary Gateway Sign B.1 unique places within your community.